Hot Springs Downtown Development and

Transcription

Appendix A
Stakeholder
Engagement
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Contents
Public Forum: ................................................................................................................................................ 5
Visual Preference Survey ...................................................................................................................... 6
Newspaper Headlines from the Future – Key Findings............................................................................... 12
Hot Springs or Not Springs Results ............................................................................................................. 13
Individual Exercise – Common Themes ...................................................................................................... 14
Interviews ................................................................................................................................................... 15
Public Open House ...................................................................................................................................... 15
Open Ended Responses............................................................................................................................... 16
Parking/Transportation/Complete Streets ............................................................................................. 16
Sidewalk Cafés ........................................................................................................................................ 17
Landscaping............................................................................................................................................. 17
Surrounding Neighborhoods................................................................................................................... 17
Retail ....................................................................................................................................................... 17
Downtown............................................................................................................................................... 17
Historic Preservation............................................................................................................................... 17
Full Tally Count............................................................................................................................................ 18
Steering Committee: ............................................................................................................................... 19
Stakeholders (Focus Group and Interview Participants): ....................................................................... 19
Neighborhood Representatives: ............................................................................................................. 21
Partner Organizations: ............................................................................................................................ 21
P a g e |3
4|P a g e
Public Forum:
The Project Team conducted a Community Public Forum through which all Hot Springs residents could
express their opinions on various components affecting downtown Hot Springs, including aesthetics,
features, and community goals. More than 85 community members attended and participated in the
event. At the forum, participants were presented with several discussion topics and activities designed to
elicit opinions for enhancing economic development in the community. TPMA facilitated a Visual
Preference Survey in which each participant rated images on a -5 to +5 scale to convey preferences on
aesthetics and quality of place. In another activity, public forum contributors had a chance to write their
own newspaper headlines from the future. Participants acted as editors of the Sentinel-Record, projecting
their ideas for how the newspaper headlines would read in the year 2025 on such topics as “Downtown
News,” “Real Estate,” “Dining and Entertainment,” “Recreation and Sports,” “Living,” “Opinion,”
“Education,” and “Economy.” This exercise was designed to showcase the community’s downtown
redevelopment vision and outline realistic economic development goals for future implementation. TPMA
also conducted an exercise called “Hot Springs or Not Springs.” The Project Team posted pictures of
various Hot Springs assets to determine whether the community thinks they are valuable features (“Hot”
Springs) or not (“Not” Springs). Finally, the Project Team directed an individual exercise through which
participants could answer a questionnaire with such questions as “What do you like most about living in
Hot Springs” and “If you had a magic wand and could change one thing, what would it be?” The results of
the Community Public Forum are included below.
P a g e |5
Visual Preference Survey
#
Image
Score
Comments
+ Likes the modern
styling, lighting
#1
#2
#3
6|P a g e
1.25
1.47
2.27
- Boring, flat, shiny,
sterile
+ Historic with
modern, open
space; graphic
pattern is attention
grabbing
- Diminishes the
stature of humanity
+ Can walk by the
water, grass;
calming effect;
residential next to
water
- Looks unnatural,
manufactured;
uninteresting
#
#4
#5
Image
Score
2.08
3.39
Comments
+ Like the old with
new
+ No trees; looks
desolate; doesn’t
blend well
+ Space can be used
for many events
- Bricks could be
made of more
natural substance
+ Perfect location of
seating next to water,
in the shade, lots of
foliage
#6
#7
3.72
-2.14
+ Likes the defined
bike lane and has
bike signals
+ Too commercialized;
for cars, not for
people
P a g e |7
#
Image
Score
Comments
+ When lit, is
interesting
- Unfriendly, not
organic
#8
#9
#10
#11
8|P a g e
-0.14
3.15
1.58
2.30
+ Everyone liked this
one; represents
people living
downtown
- Dark inside
+ Modern sculpture in
a historic place; sun
and shadows
changing the visual
appearance
constantly
- Big, obtrusive
+ Inviting,
aesthetically
pleasing; form
doesn’t detract from
physical
environment;
separate areas for
walkers and cyclists
#
#12
#13
Image
Score
0.72
0.65
Comments
+ Lots of people, fun;
represents small
business
- Too much
congestion
+ Likes the
contemporary
design
- Doesn’t mesh; sticks
out like a sore
thumb
- Boring, no view;
looks “affordable”
#14
-1.10
+ Outdoor
entertainment looks
fun; can bring dog
with
#15
3.34
P a g e |9
#
Image
Score
Comments
+ Lights are not
intrusive or harm
the integrity of the
building
#16
#17
1.16
0.76
+ Represents festivals,
greenway; has
enough space to
accommodate
people
+ Creative, pretty
- No light; buildings
are close together
#18
10 | P a g e
2.11
#
Image
Score
Comments
+
#19
1.14
-
Looks inviting;
interesting
architecture; looks
like
rooftop/outdoor
space
Too close to the
busy street
+ Can eat outdoor
with your dog
- Not inviting
#20
1.04
P a g e | 11
Newspaper Headlines from the Future – Stakeholder Responses
Downtown News:
•
•
•
•
•
•
7th Anniversary of Majestic Renovation
Completed and At Full Capacity
Decades of Diligence Pays Off!
Record Tourist Season: 100% Hotel
Occupancy!
Arts Center Celebrates 8th Anniversary
Merchants Celebrate Record Sales
Arlington Renovation Nearing Completion
Real Estate
•
•
•
•
Downtown Property at 95% Capacity
Solar Powered Lofts Sold Out in Medical
Arts Building
New Record Construction Starts in
Community
Downtown Housing Values Skyrocket
Dining and Entertainment
•
•
•
•
New Movie Theatre Opening Downtown
Sellout Crowds at Performing Arts Center
Newest Sidewalk Restaurant Opens
Entertainment District Opens Dine-In
Theatre
Recreation and Sports
•
•
•
•
•
12 | P a g e
Multi-Use Park Hosting a Mountain Bike
Race Saturday
Thermal Waterpark Celebrates Fifth
Anniversary
Regional NCAA Softball Tournament
Returns to Hot Springs with 5 Year
Extension
Bike Lanes Connecting 3 Lakes Completed
Greenway Complete
Living:
•
•
•
•
Organic Co-Op Opens to Rave Reviews
Hot Springs Rated Most Walkable City in
Southern Region of U.S.
Young Adults Flocking to Downtown Hot
Springs
Hot Springs, Model for Homelessness
Solutions
Opinion
•
•
•
Reasons Why Hot Springs is the #1 Place
to Live in Arkansas
Hot Springs Voted Best Small Town to
Raise a Family and Retire Alike
Seed Sown in 2015 Historic Districts Has
Borne Fruit in 2025!
Education
•
•
•
•
•
•
Completion of 4 Year University in
Downtown Historical Building
Fifteen National Merit Semi-Finalists in
County
HSU Builds 3rd Dormitory Downtown
Enrollment at NPCC Doubles
Former Students Return After Grad
School
ASMSA Enrollment Up
Economy
•
•
•
•
Business Park Needs Added Space
Downtown Business Owners Report Best
Year Ever!
10th High-Tech Company Relocates to Hot
Springs Citing Quality of Life and Educated
Workforce
Average Income Increasing
Hot Springs or Not Springs Results
#
Image
Neutral
Blank
1
100%
0%
0%
0%
2
100%
0%
0%
0%
3
31%
49%
17%
3%
4
95%
0%
0%
5%
5
85%
5%
0%
10%
6
63%
24%
3%
10%
7
85%
12%
0%
3%
8
92%
7%
0%
2%
9
90%
5%
0%
5%
10
85%
12%
0%
3%
P a g e | 13
Individual Exercise – Common Themes
What do you like most about living
and/or working in Hot Springs?
•
•
•
•
•
•
•
•
•
Community of good people
Artists and performers, events related to
the arts, lots of entertainment options /
things to do (festivals, hiking, lakes, etc.)
History
Natural environment and natural beauty
(lakes, mountains)
Small town feel
National Park
Diverse community
Bathhouses
Ease of travel
What do you like least about living
and/or working in Hot Springs?
•
•
•
•
•
•
•
14 | P a g e
Infighting, bickering, negative assumptions
of well-meaning people
Vacant and run-down buildings,
infrastructure in state of disrepair
Lack of safe pedestrian and bike paths
Majestic hotel rubble
Lack of leadership, poor management by
city government, lack of vision, lack of
standards for the deterioration of buildings
that has been allowed to happen
Lack of support for local business
Not enough attention is paid to the history
of the town
•
•
•
•
•
•
•
Parking and traffic
Limited economic opportunities
Lack of grocery store downtown
Negative influence from gaming (seedy
people).
Increased crime
Drugs
Downtown congestion
Who are the three most influential
people in the community?
•
•
•
•
•
•
•
Steve Arrison
Dorothy Morris
Rick Williams
David Watkins
Davis Tillman
Bill Solledor
Michelle Sestili
If you had a magic wand and could
change one thing about Hot Springs,
what would it be?
•
•
•
•
The Majestic
Clean up downtown / restore buildings
Restore or repurpose the upper floors
throughout downtown
Create a performing arts venue
Interviews:
During on-site visits in April, May, and June 2015, TPMA, supported by Katie Myer, conducted dozens of
interviews and focus groups, as well as two community input sessions, targeting a broad range of
individuals and organizations involved in economic development, workforce development, and civic
initiatives. Additionally, it was important to the Project Team to engage a wide cross section of the
community to understand the challenges that Hot Springs faces from a variety of perspectives. To that
end, interviews and focus groups were conducted with a Young Professionals Group, the four key
neighborhood associations surrounding downtown Hot Springs, and various other merchants, developers,
and education partners. The purpose of this broad stakeholder engagement was to identify Hot Springs
strengths and challenges as well as future opportunities for the downtown district. The interviews also
collected information on perceptions and issues that would impact future development. These interviews
served as a tremendously beneficial source of information, and this strategy could not have been
developed without the input of the many individuals involved. A full list of interviewees is located in
Appendix I.
Public Open House
On July 2, nearly 300 people, Hot Springs visitors, downtown residents, and those who live in surrounding
areas, took part in a 12-hour open house aimed at gathering their ideas for how to revitalize the
downtown and make it more attractive to tourists, downtowners and area residents. Concepts were
explained and input from several hundred attendees was taken in the form of a survey and open-ended
written responses.
Attendees were asked to rank what amenities they felt the downtown needed to revitalize the area and
make it an area they would more often visit. Common themes developed throughout response both in
the survey and the open-ended writings.
Top Survey Results
Among more than 40 different options for consideration in the downtown area, the following three
appeared in the top 10 responses across all three types of respondents (downtown resident, area
resident, and visitor).
•
•
•
Free parking
The addition of family restaurants
Biking/walking trails
Appearing to two of the three Top 10s
Visitor & Regional Resident
•
Live Entertainment
Regional Residents and Downtown Residents
•
•
•
Performing Arts Center
Sidewalk Cafes
Convenience/Grocery Store
P a g e | 15
Full top 10 results for all three types of respondents
Visitors
Museums/Attractions
Free Parking
Sidewalk Cafes
Boutique Hotels
Public Restrooms
Live Entertainment
Convention quality hotels
Family Restaurants
Bike/Walking Trails
Tallies
96
88
85
81
77
68
67
66
64
62
Regional Residents
Free Parking
Bike/Walking Trails
Museums/Attractions
Live Entertainment
Family Restaurants
Sidewalk Cafes
Convenience/Grocery
Store
Fine Dining Restaurants
Farmers Market
Tallies
83
74
63
62
62
61
59
56
48
41
Downtown Residents
Convenience/Grocery
Store
Drug
Store/Pharmacy/Sundries
Bike/Walking Trails
Free Parking
Sidewalk Cafes
Coffee Shops
Dry Cleaners/Laundry
Tallies
161
Farmers Market
Family Restaurants
Key:
Top 5 responses highlighted
Repeating Items Bolded for ease of view
Underlined means item appears in the top 10 of all
three categories
Italics means item appears in top 10 of two of the
three categories
Open Ended Responses
Parking/Transportation/Complete Streets
Parking issues in the downtown and the need to free the streets of parking spots to allow for complete
street (bike lanes, rain gardens, wider sidewalks that accommodate more pedestrians, outdoor café space,
and less congestion) dominated the list across all three types of respondents. Free Parking was the top
vote getter for area residents who stated they would be much more apt to come downtown if there were
easier ways to park. Many respondents suggested free circulating trolleys to provide transportation from
downtown parking gardens to areas of interest around downtown. Some also suggested trolleys to serve
neighborhoods surrounding downtown to encourage ease of access to build up support of the business
community in the downtown. One respondent commented that the goal of downtown should be as a
destination, not a thoroughfare and emphasized the importance of completing planned work around Hot
Springs to allow those looking to get from one side of town to another a better way of doing that than
driving through Downtown.
16 | P a g e
88
79
66
65
59
57
55
48
44
Sidewalk Cafés
Many commenters wrote they desired more
options to dine alfresco in the natural beauty of
the Hot Springs area. Having more restaurants with
outdoor dining options would make the area more
attractive for visitors and residents to spend time
and money.
Landscaping
Respondents suggested more thought be put into
the plants that line city streets. Trees should be
trimmed to accentuate the area’s historic buildings
and kept from obscuring their unique architecture.
Others asked for a concerted effort to keep
landscaping up and pull plants that are dead or
dying. Others also asked for rain gardens to be
included in the streetscape.
Surrounding Neighborhoods
The neighborhoods that surround downtown are a
hot button issue for many respondents. There is a
perception of those areas and parts of Downtown
as being high crime. Many respondents stated they
usually avoid Downtown because they have a
perception of a lack of safety in those areas.
The underlying beauty of the neighborhoods
surrounding downtown was noted by many of the
respondents who expressed a desire for programs
to be put in place to deal with absentee owners
whose property has fallen into disrepair and to
better market existing incentives for owners to fix
up their properties. One even requested a tax be
levied to create a revolving loan fund that home
owners in the surrounding areas can borrow from
to renovate their properties.
Retail
Numerous respondents lamented the type of retail
that existed throughout the downtown and hoped
this process would result in attracting higher-end
retail and less novelty souvenir shops. One
resident even commented that the area as a whole
was aiming at the wrong demographic for tourism
as the respondent pushed for the area to be a draw
more akin to Santa Fe, New Mexico with its beauty
and arts scene rather than what they perceived to
be Hot Spring’s analog, a place like Branson,
Missouri.
Downtown
Respondents urge ideas brought about during this
process come through to fruition to make the
downtown a place that would attract young
professionals, both natives and others.
One respondent wrote: “Give locals, as well as
visitors, reasons to make downtown their go-to
place. More restaurants and entertainment.
Expand the Farmer’s market, and renovate these
beautiful buildings.”
A large assortment of other respondents called for
parks and splash pads to be incorporated
throughout the downtown and surrounding areas
to attract young families.
Historic Preservation
The preservation and revival of Hot Springs’ unique
architecture was a popular topic in the open ended
responses. Many who attended the Open House
stated they did so as a way to see the Medical Arts
Building, a structure numerous respondents
feared could end up with a similar fate as the
Majestic.
Respondents wanted open dialogue between the
city and property owners to help them find funds
to help save the grand buildings and find new
tenants for them.
Full Tally Count
Visitors
Museums/Attractions
Free Parking
Sidewalk Cafes
Boutique Hotels
Public Restrooms
Live Entertainment
Family Restaurants
Bike/Walking Trails
Art Galleries
First Run Movie Theater
Wayfinding signage
Art House Movie Theater
Drug Store/Pharmacy/Sundries
Bars/Taverns
Coffee Shops
Bookstores
Farmers Market
Bed & Breakfast
Meeting/Special Event Space
Festival Grounds
Nightclubs
Hobby/Special Interest Stores
Souvenir Shops
Quick Serve Restaurants
Clothing Stores
Jewelry Stores
OTHERS: Safety (1), baths (1),
water stations (2), bathhouse (1),
opera house (1), record store (1),
multicultural center (1), WiFi (1),
high end shopping (2), Innovation
center (ASMSA) (1), mom & pop
stores (1), street art (1)
18 | P a g e
Tallies
96
88
85
81
77
68
67
66
64
62
60
47
42
41
37
36
32
30
28
28
28
26
23
22
21
18
16
16
14
12
3
Regional Residents
Free Parking
Bike/Walking Trails
Museums/Attractions
Live Entertainment
Family Restaurants
Sidewalk Cafes
Farmers Market
Public Restrooms
Coffee Shops
Bars/Taverns
Boutique Hotels
Festival Grounds
Art Galleries
Drug
Store/Pharmacy/Sundries
Nightclubs
Bookstores
Wayfinding signage
Clothing Stores
Bed & Breakfast
Souvenir Shops
Jewelry Stores
OTHERS: Safety (1),
multicultural center (1),
aquarium (1), WiFi (1), high
end retail (2), downtown
residences (to lease or own)
(1), mom & pop shops (1)
Tallies
83
74
63
62
62
61
59
56
48
41
39
38
38
37
36
31
29
27
27
26
25
21
20
19
19
18
17
16
10
6
3
Downtown Residents
Drug Store/Pharmacy/Sundries
Bike/Walking Trails
Free Parking
Sidewalk Cafes
Coffee Shops
Farmers Market
Family Restaurants
Live Entertainment
Bars/Taverns
Bookstores
Museums/Attractions
Public Restrooms
Festival Grounds
Nightclubs
Clothing Stores
Art Galleries
Boutique Hotels
Wayfinding signage
Bed & Breakfast
Jewelry Stores
Souvenir Shops
OTHERS: Safety (1), Bakeries (1),
Downtown residences, to
lease/own (1), med-high end
retail (2)
Tallies
161
88
79
66
65
59
57
55
48
44
43
42
34
33
30
24
23
22
20
18
17
15
14
13
12
8
8
7
4
4
2
Steering Committee:
Name
Vicki Anderson
Robert Tucker
Cole McCaskill
Daniel Messplay
Christi Batts
Jean Lacefield
Dwayne Pratt
Title, Organization
Community Grant Coordinator, West Central
Arkansas Planning and Development District
Study Director, Tri-Lakes Metropolitan Planning
Organization
Downtown Development Director, Greater Hot
Springs Chamber of Commerce
Planner, City of Hot Springs
Executive Director, Henderson State University –
Hot Springs
Vice President, Gateway Community Association
Executive Director, West Central Arkansas
Planning and Development District
Stakeholders (Focus Group and Interview Participants):
Name
David French
Steve DeSalvo
Steve DeMott
Mark Fleischner
Dave Reagan
Don Gooch
Bob Kempkes
Robert Zunick
Rick Williams
Brian Gehrki
Jonathan Bibb
Dr. John Hogan
Tom Gattin
Christi Batts
Corey Alderdice
Jim Fram
Forrest Spicher
Brian Hill
Steve Arrison
Jordan Bennett
Lacey Garner
Leah Hasley
Brandon Spicher
Dwayne Pratt
David Moore
Title, Organization
DHSI, Architect
President, DHSI
DHSI, Hot Springs Title Company, Hilltop Manor
DHSI, Owner of Lauray’s The Diamond Center
County Justice of the Peace - Downtown District
President, DT Bank, Arvest Bank
Architect, TKZ Partner
TKZ Partner
Owner, Atrium at Serenity Pointe
Principal Broker, Gehrki Commercial Real Estate
Administrator, Arkansas Career Training Institute
President, National Park Community College
Henderson State University (retired)
Director, HSU Hot Springs
Director, ASMSA
CEO, Greater Hot Springs Chamber of Commerce
Chairman, Hot Springs Chamber, Bank President
Chairman, HSMP
CEO, Visit Hot Springs, CVB, A&P Commission
Owner/Operator, Bennett’s Plumbing LLC
Image Manager, Greater Hot Springs Chamber of
Commerce
Director, ASBTDC at Henderson State University
Business Development, Gehrki Commercial Real
Estate
WCAPDD
WCAPDD
P a g e | 19
Name
Lance Spicer
Suzanne Davidson
Kathy Sellman
Lisa Carey
Cynthia Keheley
Missy McSwain
Ken Wheatley
Josie Fernandez
Tom Gatin
Jerry Yeric
Lauri Adams
Tiffany Tucker
Betsy Atkins
Rick Davis
Dave Reagan
Dwayne Pratt
Mark Toth
John Lewis
Denny McPhate
Mayor Ruth Carney
Larry Williams
Jean Wallace
Eric Jackson
Jeff Winter
David Watkins
Brian Albright
Ed Davis
David Twiggs
Dorothy Morris
Randy Fale
Bill Burrough
Megan Greeson
Harv Shelton
Dr. Yang Luo
20 | P a g e
Title, Organization
City Clerk
City Director, District 1, City of Hot Springs
Planning and Development Director, City of Hot
Springs
Owner, All Things Arkansas, All Things Natural
Owner of 3 downtown stores, former city
director
Director, Arkansas Historic Preservation Program
Property owner and former CBID Commissioner
Superintendent of Hot Springs National Park
Henderson State University
Governmental Affairs Committee, Village of Hot
Springs
President, Women’s Chamber of Commerce of
Hot Springs
Attorney
Vice President, Greater Hot Springs Chamber of
Commerce
Garland County Judge
County Justice of the Peace - Downtown District
Executive Director, West Central Planning &
Development District
President, Whittington Valley Neighborhood
Association
AutoCAD Drafter, City of Hot Springs
Public Works, City of Hot Springs
Mayor, City of Hot Springs
Director, District 4, City of Hot Springs
City Parks and Trails Director
General Manager, Oaklawn Park
Director of Information Systems, City of Hot
Springs
City Manager
City Attorney
Fire Chief, City of Hot Springs
COO, Village of Hot Springs
President, Morris Foundation
Director, District 6, City of Hot Springs
Deputy City Manager, City of Hot Springs
Economic Development Manager, Greater Hot
Springs Chamber of Commerce
President, Village of Hot Springs
Director of Placemaking and Design, Village of
Hot Springs
Neighborhood Representatives:
Representative
Cindy Rogers
Angie Gammill
Thomas Anderson
Jean Lacefield
Mark Toth
John Lewis
Cynthia Keheley
Neighborhood Association
Park Avenue Community Association
Gateway Community Association
Whittington Valley Neighborhood Association
Quapaw-Prospect Neighborhood Association
Partner Organizations:
Organization
City of Hot Springs
Greater Hot Springs Chamber of Commerce
Hot Springs Metro Partnership
Quapaw-Prospect Historic District Neighborhood Association
Downtown Merchants
West Central Arkansas Planning and Development District
Downtown Hot Springs Initiative
Women’s Chamber of Commerce of Hot Springs
Broadband Leadership Group
The Young Professionals Group
Hot Springs National Park
Arkansas School for Mathematics, Sciences and Arts
Henderson State University-Hot Springs
National Park College
P a g e | 21
Contents
Executive Summary ...................................................................................................................................... 5
Demographics ........................................................................................................................................... 5
Industry Analysis ....................................................................................................................................... 5
Occupation Analysis .................................................................................................................................. 6
Conclusions and Recommendations ......................................................................................................... 6
Introduction .................................................................................................................................................. 8
Demographics ............................................................................................................................................... 9
Industry Analysis ......................................................................................................................................... 12
Overview ................................................................................................................................................. 12
High-Employment Industries .................................................................................................................. 14
High-Growth Industries........................................................................................................................... 14
Projected-Growth Industries .................................................................................................................. 17
Industry Concentration ........................................................................................................................... 18
Industry Competitiveness ....................................................................................................................... 18
Key Industries.......................................................................................................................................... 20
Occupation Analysis .................................................................................................................................... 24
Overview ................................................................................................................................................. 24
High-Employment Occupations .............................................................................................................. 25
High-Growth Occupations....................................................................................................................... 26
Projected Growth Occupations ............................................................................................................... 27
Key Occupations...................................................................................................................................... 30
Conclusions and Recommendations ........................................................................................................... 31
Data Validation ....................................................................................................................................... 31
Workforce Composition Strategies ......................................................................................................... 31
Entrepreneurism and Innovation............................................................................................................ 32
Health Care Cluster: Healthcare Industries and Occupations................................................................. 32
Tourism Cluster: Accommodation and Food Service Industries ............................................................. 32
Promising Industries: Aerospace Manufacturing and Consulting Services ............................................ 33
P a g e |3
4|P a g e
Executive Summary
Demographics
Hot Springs’ population is growing at a slightly slower rate than the
national average (0.7% compared to 0.9%), yet its population is
aging slower than average (0.1% compared to 0.4%). The Hot
Springs labor force includes approximately 40,000 individuals, but
the labor force has shrunk by about 4.5% since 2005. As of
December 2014, the unemployment rate is 6.4%, approximately
0.2% higher than the national average. The region is a net importer
of workers.
Entrepreneurism is more concentrated in the region than the state
or nation; approximately 7.7% of the Hot Springs population
identifies as self-employed compared to 6.4% of the state
population and 6.2% of the national population. Hot Springs’
entrepreneurial capacity is not translating into innovation,
however, based on the number of patents filed within the region.
Between 2005 and 2013, 54 patents were awarded in Hot Springs,
which is significantly lower than the national average of 2,235
patents per metropolitan statistical area over the same time
period.
Industry Analysis
Hot Springs produced $2.9 billion in economic activity (gross
regional product or GRP) and employed nearly 41,500 workers in
2014. Health Care and Social Assistance is Hot Springs’ largest
industry sector, accounting for over 15.4% of the GRP and 18.7%
of total employment. Other high-GRP, high-employment sectors
include Government, Retail Trade, and Accommodation and Food
Services.
Hot Springs is a net importer of goods and services, which means
that it consumes more than it produces. In 2013, Hot Springs
exported $3.4 billion in goods and services, while imports totaled
$4.6 billion. Net export industries form a region’s economic base
by drawing new foreign and domestic revenue into the economy.
Hot Springs’ base industry sectors are Health Care and Social
Assistance, Retail Trade, and Accommodation and Food Services.
TPMA identified 10 industries that are key to the health and future
growth of the Hot Springs region based on factors such as
employment, growth rates, concentration, competitiveness, and
wages. Together, these industries employ 12,091 workers, with
the creation of an additional 564 jobs projected by 2024.
Key Industries
with 2014 Employment
(grouped by
industry sector)
General Medical
and Surgical Hospitals
1,948
Offices of Physicians
1,365
Individual and Family Services
1,123
Nursing Care Facilities
(Skilled Nursing Facilities)
807
Restaurants and
Other Eating Places
4,035
Spectator Sports
637
Traveler Accommodation
845
Aerospace Product and Parts
Manufacturing
630
Management, Scientific, and
Technical Consulting Services
701
P a g e |5
Occupation Analysis
Hot Springs’ workforce is concentrated within three job families:
Office and Administrative Support Occupations (with 14.3% of
total employment), Sales and Related Occupations (14.1%), and
Food Preparation and Serving Related Occupations (11.6%).
Wages in all three of these job families are relatively low, beneath
the average hourly wages for the region ($17.49), the state
($17.65), and the nation ($21.68).
TPMA identified six occupations that are key to the health and
future growth of the Hot Springs region. These industries were
selected based on one or more factors, including: based on total
employment, past and projected growth, industry concentration,
competitive advantage, average wages, relationship between
industries, and strategic importance.
Key Occupations
with 2014 Employment
Registered Nurses
1,043
Nursing Assistants
931
Personal Care Aides
655
Home Health Aides
465
All of the key occupations fall within Healthcare-related job
families. Together, these six occupations account for a little over
3,600 jobs, with an additional 446 jobs expected by 2024. These
occupations are high-growth fields, a trend which is expected to
continue over the next decade.
Licensed Practical and
Licensed Vocational Nurses
473
Conclusions and Recommendations
Workforce Composition Strategies: In the long-term, the overall age of the workforce and the impending
retirement of the Baby Boomer generation will present workforce challenges. Hot Springs should
proactively develop workforce composition strategies to address these challenges before they negatively
impact the region’s ability to meet local labor demand.
Entrepreneurism and Innovation: Hot Springs has a relatively high concentration of entrepreneurs, but
wages are low and the region’s entrepreneurial capacity is not translating into innovation. This may
indicate the region’s entrepreneurial capacity and human capital is not being maximized. Hot Springs
should further evaluate the breadth and depth of entrepreneurism in the region and craft programs and
policies that encourage innovation.
Health Care and Nursing: These industries and occupations form the backbone of Hot Springs’ economy
and are especially critical for meeting the demand for medical services of Hot Springs Village. These
occupations do serve an important role as the entryway into Health Care and Nursing, and economic and
workforce development efforts should focus on the development of stackable and latticed career
pathways and identifying opportunities for advancement in these fields.
6|P a g e
Tourism and Hospitality: The jobs associated with tourism and hospitality are generally low-skill, lowwage; however, having a large workforce in these areas is critical for attracting tourists and their spending
dollars. The cultivation of a vibrant and attractive downtown is crucial to Hot Springs’ identity and brand,
as well as the quality of life for residents and the attraction of the creative class.
Aerospace Manufacturing and Consulting Services: This industry has experienced a high rate of growth
and added a significant number of jobs over the past 10 years. Although employment is projected to
decline slightly over the next decade, Hot Springs has a high concentration in this industry and has a
competitive advantage in this type of manufacturing, which indicates the downward trend may be
reversible if the proper policies and programs are identified. The attraction of a few more businesses in
this industry could provide a substantial boost to employment in Aerospace Products and Parts
Manufacturing.
Management, Scientific, and Technical Consulting Services: This is an upstart industry that has grown
tremendously over the past decade. Hot Springs has a competitive advantage in this industry, specifically
in the Marketing Consultants subsector. Given the right environment and incentives, it is possible that Hot
Springs could attract new Management, Scientific, and Technical Consulting Services firms and jobs to the
region.
P a g e |7
Introduction
Purpose
This Demographic and Socio-Economic Analysis report
evaluates key features and trends of the Hot Springs
region, including employment by industry and
occupations. Its purpose is to inform the Downtown
Redevelopment Strategy by providing an understanding
of the current state of Hot Springs’ base industries and
labor markets, how they have evolved over the last 10
years, and how they are positioned for the future.
TPMA assessed Hot Springs’ largest employment
sectors, past industry growth, projected future growth, industry concentration as compared to Arkansas
and the nation, and industry competitiveness with respect to national trends. TPMA analyzed data at the
NAICS 2-Digit and 4-Digit levels in order to provide an accurate assessment of both the broad industry
sectors and their specific commercial activities for accurate economic development planning. TPMA also
analyzed occupational data at the 4-Digit SOC Code level to identify trends, including the size of the largest
occupations, their past growth and projected growth for the future, the education and training needed
for the top occupations, and the average wages of the highest-paying occupations in Hot Springs.
Region of Analysis
The region analyzed in this report includes the Hot Springs, AR Metropolitan
Statistical Area unless otherwise indicated, and all data and statistics presented
throughout this report are limited to that area. When relevant, this report also
includes comparative statistics and data analysis for the state of Arkansas and the
United States.
Data
Unless otherwise noted, all data and statistics used in this report are as of
2014 (the most current year for confirmed data) and are sourced from
Economic Modeling Specialists Intl. (EMSI) version 2015.1, which
compiles data from a variety of federal, state, and private data sources. EMSI projections are backwardslooking, meaning that future projections are partially based upon 15-year trends and may not accurately
predict real-time demand. Therefore, it will be crucial to update projections on a regular basis and to
confirm employer demand and workforce requirements frequently.
8|P a g e
Demographics
Population
2005
2006
2007
2008
2009
2010
2011
2012
2013
2014
2015
2016
2017
2018
2019
2020
2021
2022
2023
2024
Hot Springs’ population grew by an Total Population
average of 640 people per year for Hot Springs' Population is Slowly Growing
a total increase of 6.2% since 2005.
With an average annual growth rate 102,000
of 0.7%, Hot Springs is growing 100,000
98,000
slightly slower than the nation,
96,000
which grew by 0.9% per year on 94,000
average over the past 10 years. Hot 92,000
Springs’ population is projected to 90,000
continue growing, albeit at a slower
rate of 0.3% per year, over the next
decade.
Age
Hot Springs’ average age is 42.5 years, significantly older than the nation at 38.2 years. Both Hot Springs
and the nation are ageing; however, Hot Springs’ population is ageing at slower pace with an average
increase in age of 0.1% per year compared to 0.4% for the nation.
Median Income
The median household income in Hot Springs was $39,748 as of 2013 (the most recent year for which data
is available), significantly lower than the nation at $52,176. Income has decreased by 1.4% per year on
average since 2006.
Median Household Income (2013 $)
Hot Springs' Income is Declining
2013
2012
2011
2010
2009
2008
2007
2006
$45,000
$44,000
$43,000
$42,000
$41,000
$40,000
$39,000
$38,000
$37,000
Source: U.S. Census Bureau, 3-Year
American Community Surveys, 2006-13
P a g e |9
Labor Force
Hot Springs’ labor force includes just under 40,000 workers (employed and unemployed); however, the
labor force shrank by approximately 4.5% since 2005. The labor force has decreased by approximately
0.5% per year on average over the past 10 years, which is significantly slower than the nation’s labor force
growth rate of 0.9%.
Total Labor Force
Hot Springs' Labor Force is Slowly Decreasing
44,000
42,000
40,000
38,000
36,000
34,000
32,000
30,000
2005
2006
2007
2008
2009
Employment
2010
2011
2012
2013
2014
Unemployment
As of December 2014, the unemployment rate in Hot Springs is 6.4%, which is slightly higher than the
national rate of 6.2%. In total, just over 2,500 workers are unemployed in the region. Although
unemployment has still not recovered to its pre-recession levels, it has improved from the 2013 rate of
7.7%. At its peak in 2011, unemployment was at 8.8% in 2011.
Commuting
Hot Springs is a net importer of workers. In 2011
(the most recent year for which data is
available), approximately 12,400 workers
commuted into Hot Springs for their primary job,
while around 11,000 lived in the region but
commuted out for work. Nearly 20,800 people
both lived and worked in Hot Springs.
Commuting Inflows and Outflows
Hot Springs is a Net Importer of Workers
Source: U.S. Census Bureau, On the Map, 2011
10 | P a g e
Entrepreneurism and Innovation
Entrepreneurism and innovation are critical for a region’s economic growth, competitiveness, and vitality.
Hot Springs has a relatively high concentration of entrepreneurs, based on the proportion of selfemployment (a common proxy variable for entrepreneurism) in the region: approximately 7.7% of
workers in Hot Springs (3,185 workers) considered themselves self-employed in 2014, compared to 6.4%
in Arkansas and 6.4% at the national level1. With average hourly earnings of $13.49, however, Hot Springs’
entrepreneurs earn less than their peers at the state ($14.23) and national ($16.04) levels. This may
indicate the region’s entrepreneurial capacity and human capital is not being maximized.
Hot Springs’ entrepreneurial capacity is not
translating into innovation, however, based
on the number of patents filed within the
region (a common proxy variable for
gauging innovation).3 Between 2005 and
2013, 54 patents were awarded in Hot
Springs, which is significantly lower than
the national average of 2,235 patents per
metropolitan statistical area over the same
time period. The absence of major research
universities or research or technical parks
may be a factor in the region’s low rate of
patenting.
Patent Assignees Residing in Hot Springs
First-Named Assignee
Individually Owned Patents
Baxley Equipment Co.
Smith Abrasives, Inc.
Worksoft, Inc.
Scroll Technologies, Inc.
Smith's Consumer Products, Inc
Cummins-Allison Corporation
Carrier Corporation
Number of Patents
2005 - 20132
15
5
4
4
3
3
2
1
The most common technologies patented were: Abrading (with 7 patents between 2005 and 2013), Data
Processing: Software Development, Installation, and Management (4 patents); Conveyors: Power-Driven
(3 patents); and Rotary Expansible Chamber Devices (3 patents). The companies that have filed for patents
over eight years are listed in the table above.
1
Wennekers, S. and Thurik, R. (1999), Linking Entrepreneurism and Economic Growth. Small Business Economics,
13: 27-55; Low, S., Henderson, J., and Weiler, S. (2005), Federal Reserve Bank of Kansas City, Economic Review, 3 rd
Quarter: 61-89.
2 Listings and counts consider only the first-listed (i.e., first-named) assignees appearing on each issuing patent.
Please note that an estimated 3 to 4 percent of patents with listed assignees have more than one assignee. See
http://www.uspto.gov/web/offices/ac/ido/oeip/taf/cbsa_asg/explan_cbsa_asg.htm for more information.
3 J. Acs, Z. and Audretsch, D. B. (1989), Patents as a Measure of Innovative Activity. Kyklos, 42: 171–180.
P a g e | 11
Industry Analysis
Overview
Hot Springs produced $2.9 billion in economic activity (gross regional product or GRP) and employed
nearly 41,500 workers in 2014. Health Care and Social Assistance is Hot Springs’ largest industry sector,
accounting for over 15.4% of the GRP and 18.7% of total employment. Other high-GRP, high-employment
sectors include Government, Retail Trade, and Accommodation and Food Services. The Manufacturing,
Real Estate and Rental and Leasing, and Finance and Insurance sectors are relatively less labor-intensive
and are able to produce a disproportionate impact on the economy given their comparatively small share
of the workforce.
Gross Regional Product and Employment by Industry Sector
NAICS
Code
62
90
31
44
53
52
23
Industry Sector
Health Care and Social Assistance
Government
Manufacturing
Retail Trade
Real Estate and Rental and Leasing
Finance and Insurance
Construction
2014 GRP
Sector
GRP
$444,636,470
326,586,960
301,634,561
293,361,388
264,729,339
171,500,858
152,243,920
72
Accommodation and Food Services
141,746,861
4.9%
5,103
12.3%
42
Wholesale Trade
Professional, Scientific, and
Technical Services
Administrative and Support and
Waste Management and
Remediation Services
Other Services (except Public
Administration)
Mining, Quarrying, and Oil and Gas
Extraction
Arts, Entertainment, and
Recreation
Crop and Animal Production
Transportation and Warehousing
Information
Utilities
Management of Companies and
Enterprises
Educational Services
Total
123,500,382
4.3%
942
2.3%
117,086,434
4.1%
1,766
4.3%
88,673,038
3.1%
1,817
4.4%
76,407,727
2.7%
2,289
5.5%
66,707,701
2.3%
173
0.4%
66,552,421
2.3%
1,620
3.9%
62,775,183
54,613,498
51,681,148
45,274,869
2.2%
1.9%
1.8%
1.6%
297
631
403
118
0.7%
1.5%
1.0%
0.3%
18,151,619
0.6%
142
0.3%
11,388,151
$2,879,252,527
0.4%
100.0%
186
41,463
0.4%
100.0%
54
56
81
21
71
11
48
51
22
55
61
12 | P a g e
% of
Total
15.4%
11.3%
10.5%
10.2%
9.2%
6.0%
5.3%
2014 Employment
Sector
% of
Employment
Total
7,750
18.7%
4,995
12.0%
2,705
6.5%
6,018
14.5%
565
1.4%
1,171
2.8%
2,772
6.7%
Hot Springs is a net importer of goods and services, which means that it consumes more than it produces.
In 2013, Hot Springs exported $3.4 billion in goods and services, while imports totaled $4.6 billion. Net
export industries form a region’s economic base by drawing new foreign and domestic revenue into the
economy, which in turn support resident-serving industries. Hot Springs’ top base industry sectors are
Health Care and Social Assistance, Retail Trade, and Accommodation and Food Services. The Healthcare
and Social Assistance industry sector was the largest net exporter, accounting for 10.9% of total exports,
but only 2.6% of the total imports. Hot Springs consumed $6.6 billion in goods and services in 2013, with
imports accounting for 69.9% of the demand, while the remaining 30.1% of the region’s demand was met
locally.
Net 2013 Exports by Industry Sector
NAICS
Code
62
Industry Sector
Health Care and Social Assistance
Exports
$365,254,540
Imports
$120,622,295
Net
$244,632,245
44
Retail Trade
239,217,759
113,372,241
125,845,518
72
Accommodation and Food Services
137,243,012
54,739,738
82,503,274
11
Crop and Animal Production
127,050,246
55,972,939
71,077,307
71
72,322,571
33,128,665
39,193,906
63,083,913
45,659,486
17,424,427
72,690,826
56,748,493
15,942,333
114,261,270
129,758,422
(15,497,151)
55,183,836
71,485,005
(16,301,169)
22
Arts, Entertainment, and Recreation
Other Services (except Public
Administration)
Mining, Quarrying, and Oil and Gas
Extraction
Construction
Administrative and Support and
Waste
Management
and
Remediation Services
Utilities
37,969,159
60,366,445
(22,397,286)
61
Educational Services
9,689,698
63,379,763
(53,690,065)
48
Transportation and Warehousing
69,209,511
134,583,577
(65,374,067)
53
139,845,626
205,459,715
(65,614,088)
24,881,256
93,260,117
(68,378,861)
119,339,164
219,927,112
(100,587,948)
77,369,755
232,721,030
(155,351,275)
52
Real Estate and Rental and Leasing
Management of Companies and
Enterprises
Wholesale Trade
Professional, Scientific, and Technical
Services
Finance and Insurance
125,935,729
288,999,748
(163,064,019)
51
Information
18,726,504
202,779,089
(184,052,585)
31
Manufacturing
682,298,996
981,031,473
(298,732,477)
90
Government
808,276,706
1,454,466,857
(646,190,151)
$3,359,850,077
$4,618,462,209
($1,258,612,132)
81
21
23
56
55
42
54
Total
P a g e | 13
High-Employment Industries
The 10 largest industries by total employment account for 36.7% of Hot Springs’ total employment. The
Restaurants and Other Eating Places industry is Hot Springs’ largest industry, employing just over 4,000
workers (9.7% of the workforce). Other top employers are the General Medical and Surgical Hospitals
industry (4.7%) and the Education and Hospitals (Local Government) industry (4.3%). Although industries
such as Restaurants and Other Eating Places and Education and Hospitals (Local Government) account for
a large portion of employment, they are either low-skill, low-wage jobs (workers at restaurants averaged
only $14,242 in 2014) or they are not suited towards local economic development efforts (it is not usually
feasible to attract more government jobs).
High-Employment Industries
NAICS
Code
Industry
2014 Jobs
% of Total
7225
Restaurants and Other Eating Places
4,035
9.7%
6221
General Medical and Surgical Hospitals
1,948
4.7%
9036
Education and Hospitals (Local Government)
1,790
4.3%
4529
Other General Merchandise Stores
1,372
3.3%
6211
1,365
3.3%
6241
1,123
2.7%
9039
Local Government, Excluding Education and Hospitals
1,113
2.7%
7211
845
2.0%
2382
Building Equipment Contractors
832
2.0%
6231
Nursing Care Facilities (Skilled Nursing Facilities)
807
1.9%
High-Growth Industries
Management, Scientific, and Technical Consulting Services was Hot Springs’ fastest-growing industry, with
an 805.0% increase in employment over the past 10 years. Other high-growth industries include Computer
Systems Design and Related Services (with a 344.7% increase) and Office Administrative Services (with an
increase of 201.1%).
High-Growth Industries
NAICS
Code
14 | P a g e
5416
Industry
Management, Scientific, and Technical Consulting Services
5415
Computer Systems Design and Related Services
Employment 2005 - 2014
Change
% Change
623
805.0%
142
344.7%
5611
Office Administrative Services
105
201.1%
6116
Other Schools and Instruction
53
199.0%
6117
Educational Support Services
31
180.8%
4541
Electronic Shopping and Mail-Order Houses
21
179.6%
6219
Other Ambulatory Health Care Services
103
155.2%
7224
Drinking Places (Alcoholic Beverages)
31
155.1%
3121
Beverage Manufacturing
84
153.9%
3279
Other Nonmetallic Mineral Product Manufacturing
56
140.0%
Industries with high-growth rates do not always correspond with significant jobs gains, since the addition
of even one job has a disproportionate impact on the growth of a low-employment industry. For example,
there were only 17 employees in the Educational Support Services industry in 2005, so the creation of 31
additional jobs means this industry grew by 180.8% over the past 10 years. So, while this this industry is
one of the fastest-growing in Hot Springs, it is not significant in terms of total employment.
Conversely, industries that already employ a large proportion of the workforce tend to be
underrepresented when evaluating growth strictly in terms of percent change. For example, Restaurants
and Other Eating Places grew relatively slowly over the past 10 years (25.9%); however, this industry
ranked first in terms of total new jobs created during this time period, with 830 new jobs.
Industries with Significant Job Gains
Change
% Change
NAICS
Code
Industry
7225
830
25.9%
5416
623
805.0%
6241
446
65.8%
6231
226
38.9%
3364
Aerospace Product and Parts Manufacturing
214
51.3%
9029
State Government, Excluding Education and Hospitals
202
45.5%
6211
184
15.6%
5415
142
344.7%
4411
Automobile Dealers
135
28.3%
5242
Agencies, Brokerages, and Other Insurance Related Activities
118
37.2%
P a g e | 15
High-growth industries that also added a significant number of jobs included the Management, Scientific,
and Technical Consulting Services industry (805.0% growth with 623 jobs) and the Computer Systems
Design and Related Services industry (344.7% growth with 142 jobs).
16 | P a g e
Projected-Growth Industries
Projections for Hot Springs’ fastest-growing industries over the next 10 years include the Support Activities
for Animal Production industry (with an expected employment increase of 90.2%), the Scheduled Air
Transportation industry (with an 83.7% increase), and the Metalworking Machinery Manufacturing
industry (with a 67.7% increase). Although these three industries are expected to grow rapidly, none are
expected to add a significant number of new jobs.
Projected-Growth Industries
NAICS
Code
Industry
Change
% Change
1152
Support Activities for Animal Production
20
90.2%
4811
Scheduled Air Transportation
17
83.7%
3335
Metalworking Machinery Manufacturing
21
67.7%
3279
57
59.8%
6223
Specialty (except Psychiatric and Substance Abuse) Hospitals
11
57.3%
5415
103
56.2%
5615
Travel Arrangement and Reservation Services
14
51.9%
6242
Community Food and Housing, and Emergency and Other Relief
Services
40
51.4%
5613
Employment Services
266
50.7%
5416
319
45.6%
Industries that are projected to experience fast-growth and a significant increase in the number of new
jobs include Employment Services (with an anticipated growth rate of 50.7% and an increase of 266 jobs)
and Management, Scientific, and Technical Consulting Services (with a 45.6% projected growth rate and
319 new jobs).
Industries with Significant Projected Job Gains
Change
% Change
NAICS
Code
Industry
7225
435
10.8%
6221
319
45.6%
9036
Employment Services
266
50.7%
4529
253
22.6%
P a g e | 17
6211
224
16.4%
6241
Local Government, Excluding Education and Hospitals
182
16.3%
9039
Education and Hospitals (Local Government)
181
10.1%
7211
Automobile Dealers
169
27.4%
2382
161
19.9%
6231
Personal Care Services
130
29.2%
Industry Concentration
An industry’s location quotient (LQ) measures how concentrated that industry is in a particular
geographical area; a quotient greater than 1.0 means an industry is more concentrated than the national
average, while a quotient less than 1.0 indicates the industry is less concentrated than the national
average.4 Hot Springs has a high concentration of Footwear Manufacturing (with an LQ of 19.8), Spectator
Sports, and Other Investment Pools and Funds industries, relative to the nation and the State of Arkansas.
Concentrated Industries
2014 Location Quotient
NAICS
Code
Industry
Hot Springs
Arkansas
USA
3162
Footwear Manufacturing
19.8
7.4
1.0
7112
Spectator Sports
12.1
0.9
1.0
5959
Other Investment Pools and Funds
10.9
2.1
1.0
1132
Forest Nurseries and Gathering of Forest Products
6.7
1.2
1.0
3262
Rubber Product Manufacturing
6.4
3.8
1.0
2122
Metal Ore Mining
5.7
0.2
1.0
7131
Amusement Parks and Arcades
5.0
0.4
1.0
3366
Ship and Boat Building
4.8
1.4
1.0
3364
Aerospace Product and Parts Manufacturing
4.7
0.8
1.0
3297
4.7
1.1
1.0
Industry Competitiveness
The regional competitive effect (also known as competitive advantage) isolates the portion of an
industry’s change in employment that is due to a region’s competitive advantages (or disadvantages) by
4
See http://www.economicmodeling.com/2011/10/14/understanding-location-quotient-2/ for more information.
18 | P a g e
subtracting out the expected change in employment if that region’s industry was influenced only by
national or industry-wide trends.5
For example, employment in the Management, Scientific, and Technical Consulting Services industry
increased by 623 over the past ten years. However, based on national economic growth trends and overall
trends in the Management, Scientific, and Technical Consulting Services industry, employment in this
industry was expected to increase by only 31 jobs over that time period. The difference between the
expected change in employment and the actual change in employment (592) is due to Hot Springs’
competitive advantage in this industry. Stated another way, of the 623 jobs that were added in this
industry, 31 jobs were added due to national and industry trends, while 592 were added due to Hot
Springs' unique competitive advantage in this industry.
5
See http://www.economicmodeling.com/2011/12/05/understanding-shift-share-2/ for more information.
P a g e | 19
Competitive Industries
NAICS
Code
5416
7225
Industry
Management, Scientific, and Technical
Consulting Services
Actual
Change in
Employment
2005-2014
Less: Expected
Change due to
National and
Industry Trends
Equals:
Regional
Competitive
Effect
623
31
592
830
578
252
9029
State Government, Excluding Education
and Hospitals
202
-20
222
6231
Nursing Care Facilities (Skilled Nursing
Facilities)
226
30
196
3364
Aerospace
Product
Manufacturing
214
36
177
4411
Automobile Dealers
135
-28
164
5415
Computer Systems Design and Related
Services
142
17
125
4481
Clothing Stores
81
-11
92
4431
Electronics and Appliance Stores
69
-19
88
5611
Office Administrative Services
105
18
88
and
Parts
Other industries that Hot Springs is particularly competitive in include Restaurants and Other eating
Places, State Government, Excluding Education and Hospitals, and Nursing Care Facilities (Skilled Nursing
Facilities. In each of these industries, growth in employment significantly exceeds the growth that would
be expected if these industries were only influenced by national or industry trends.
Key Industries
Based on the preceding analysis, TPMA identified 10 industries that are key to the health and future
growth of the Hot Springs region. Together, these industries provide 12,091 jobs, with an additional 564
jobs expected to be created by 2024. The key industries were selected based on one or more factors,
including:
20 | P a g e







2014 employment
Past and projected growth
Concentration
Competitive advantage
Average wages
Relationship between industries
Strategic importance
P a g e | 21
Key Industries
NAICS
Code
6221
6211
6241
6231
7225
7112
7211
3364
5416
Industry
General
Medical
and
Surgical Hospitals
Individual
and
Family
Services
Nursing Care Facilities
(Skilled Nursing Facilities)
Restaurants and Other
Eating Places
Spectator Sports
Aerospace Product and
Parts Manufacturing
Management,
Scientific,
and Technical Consulting
Services
2014
Employment
Employment
2005-2014
Change % Change
Employment
2014-2024
Change % Change
1,948
-742
-27.6%
-493
-25.3%
1,365
184
15.6%
224
16.4%
1,123
446
65.8%
253
22.6%
807
226
38.9%
161
19.9%
4,035
830
25.9%
435
10.8%
637
108
20.4%
-63
-9.9%
845
-393
-31.7%
-229
-27.1%
630
214
51.3%
-43
-6.9%
701
623
805.0%
319
45.6%
The key industries within the Health Care and Social Assistance sector includes the General Medical and
Surgical Hospitals, Offices of Physicians, Individual and Family Services, and Nursing Care Facilities (Skilled
Nursing Facilities) industries.


22 | P a g e
These are high-employment, concentrated (all four industries have an LQ of 1.5 or above), and
(with the exception of General Medical and Surgical Hospitals) high-growth industries. They are
critical to Hot Springs’ ability to meet the healthcare demand of the Hot Springs Village retirement
community.
The General Medical and Surgical Hospitals industry is a major source of employment and highwage jobs, but has declined by 27.6% over the past 10 years and is expected to decrease by an
additional 25.3% by 2024. Hot Springs does not currently have a competitive advantage in this
industry (with competitive effect of -1,016); however, it does have a high industry concentration
(with an LQ of 1.6). Although this industry is in decline, it is still a key part of Hot Springs’ economy.
The key industries within the Accommodation and Food Services sector includes the Restaurants and
Other Eating Places, Spectator Sports, and Traveler Accommodation industries.

These are high-employment industries, and although wages for these jobs are relatively low, they
are important for Hot Springs’ ability to attract tourists and are a critical factor in the quality-oflife for residents.

Employment in the Restaurants and Other Eating Places industry has grown significantly over the
past 10 years, a trend which is projected to continue.

The Spectator Sports industry has the highest location quotient (12.1) of all key industries and has
grown by 20.4% over the last 10 years. The vast majority of the jobs in this industry (84.5%) are
within the Racetracks subsector (NAICS 711212) due to the presence of the Oaklawn Park Race
Track.

The Traveler Accommodation industry declined by 31.7% over the past 10 years, and is projected
to decrease by an additional 27.3% by 2024. Hot Springs does not currently have a competitive
advantage in this industry (with competitive effect of -413); however, it does have a highconcentration in this industry (with an LQ of 1.7). Although it is in decline, this industry is critical
to the health of the region’s tourism activities.
The Aerospace Product and Parts Manufacturing industry has relatively high employment, high wages
($53,508 on average), and has grown considerably since 2005 (51.3%). Although employment is projected
to decline by 6.9% by 2024, Hot Springs has a competitive advantage (with a competitive effect of 177)
and a high concentration (with an LQ of 177) in this industry.
Finally, the Management, Scientific, and Technical Consulting Services industry has relatively high
employment and has experienced tremendous growth over the past 10 years (with an 805.1% increase
and 623 new jobs), a trend which is expected to continue. Hot Springs has a competitive advantage (with
a competitive effect of 592) and a strong concentration (with an LQ of 1.7) in this industry); however,
average wages in this industry are low at only $23,619. The majority of jobs within this industry (83.5%)
are within the Marketing Consulting Services subsector (NAICS Code 541613).
P a g e | 23
Occupation Analysis
Overview
Nearly half (40.0%) of Hot Springs’ jobs are concentrated within three job families: Office and
Administrative Support Occupations (with 14.3% of total employment), Sales and Related Occupations
(14.1%), and Food Preparation and Serving Related Occupations (11.6%). Wages in all three of these job
families are relatively low, beneath the average hourly wages for the region ($17.49), the state ($17.65),
and the nation ($21.68). However, the average wages for the fourth largest job family, Healthcare
Practitioners and Technical Occupations, are significantly above the regional, state, and national average
at $30.17. This job family has the second highest wages in the region, after Life, Physical, and Social
Science Occupations ($30.65).
Employment and Average Earnings by Job Family
SOC
Code
6
Job Family
2014
Employment6
% of
Total
Average
Hourly
Earnings
43-0000
Office and Administrative Support Occupations
5,920
14.3%
$12.28
41-0000
Sales and Related Occupations
5,849
14.1%
13.93
35-0000
Food Preparation and Serving Related Occupations
4,824
11.6%
8.84
29-0000
Healthcare Practitioners and Technical Occupations
2,985
7.2%
30.17
39-0000
Personal Care and Service Occupations
2,226
5.4%
9.51
47-0000
Construction and Extraction Occupations
2,174
5.2%
13.56
11-0000
Management Occupations
2,076
5.0%
26.49
25-0000
Education, Training, and Library Occupations
1,976
4.8%
19.65
31-0000
Healthcare Support Occupations
1,945
4.7%
11.43
51-0000
Production Occupations
1,886
4.5%
13.03
53-0000
Transportation and Material Moving Occupations
1,792
4.3%
11.98
37-0000
Building and Grounds Cleaning and Maintenance
Occupations
1,783
4.3%
9.58
49-0000
Installation, Maintenance, and Repair Occupations
1,587
3.8%
14.46
13-0000
Business and Financial Operations Occupations
905
2.2%
23.10
33-0000
Protective Service Occupations
754
1.8%
14.36
Employment counts for the industry sectors (41,463) do not match the job families (41,467) due to rounding.
24 | P a g e
Employment and Average Earnings by Job Family
SOC
Code
Job Family
2014
Employment6
% of
Total
Average
Hourly
Earnings
21-0000
Community and Social Service Occupations
618
1.5%
16.97
27-0000
Arts, Design, Entertainment, Sports, and Media
Occupations
525
1.3%
16.06
55-0000
Military occupations
421
1.0%
18.50
15-0000
Computer and Mathematical Occupations
405
1.0%
22.46
17-0000
Architecture and Engineering Occupations
387
0.9%
26.62
23-0000
Legal Occupations
169
0.4%
26.72
45-0000
Farming, Fishing, and Forestry Occupations
140
0.3%
12.01
19-0000
Life, Physical, and Social Science Occupations
120
0.3%
30.65
41,467
100.0%
$17.49
TOTAL/AVERAGE
High-Employment Occupations
Retail Salespersons, Cashiers, and Waiters and Waitresses are the largest occupations in Hot Springs, with
a combined 9.8% share of total employment; however, these are typically low-skill, low-wage jobs. Health
Care-related occupations, including Registered Nurses, Nursing Assistants, and Personal Care Aides, rank
highly in terms of employment.
High-Employment Occupations
SOC
Code
Occupation
2014
Employment
% of
Total
41-2031
Retail Salespersons
1,721
4.2%
41-2011
Cashiers
1,267
3.1%
35-3031
Waiters and Waitresses
1,057
2.5%
29-1141
Registered Nurses
1,043
2.5%
43-9061
Office Clerks, General
1,034
2.5%
31-1014
Nursing Assistants
931
2.2%
35-3021
Combined Food Preparation and Serving Workers, Including Fast
Food
828
1.9%
41-3099
Sales Representatives, Services, All Other
701
1.7%
P a g e | 25
35-2014
Cooks, Restaurant
675
1.6%
39-9021
Personal Care Aides
655
1.6%
High-Growth Occupations
Emergency Medical Technicians and Paramedics was the fastest growing occupation in Hot Springs over
the past 10 years. Other fast-growing occupations include Web Developers (116.7%), Information Security
Analysts (80.8%).
High-Growth Occupations
SOC
Code
Occupation
Change
% Change
29-2041
Emergency Medical Technicians and Paramedics
28
127.3%
15-1134
Web Developers
14
116.7%
15-1122
Information Security Analysts
8
80.0%
39-5011
Barbers
14
77.8%
49-9091
Coin, Vending, and Amusement Machine Servicers and
Repairers
16
72.7%
15-1132
Software Developers, Applications
18
56.3%
39-9021
Personal Care Aides
224
52.0%
39-5092
Manicurists and Pedicurists
14
51.9%
39-5094
Skincare Specialists
8
50.0%
13-1081
Logisticians
7
50.0%
26 | P a g e
Relatively modest gains in employment can have a significant impact on the growth rate for lowemployment occupations, which means that a high-growth rate is not always indicative of major
development within a given occupation. Therefore, the total number of jobs created should also be
considered when evaluating high-growth occupations. For example, there were only 10 employees in the
Information Security Analysts occupation in 2005, so the creation of eight additional jobs means the
occupation grew by 80% over the past 10 years. So, while this occupation certainly has a fast growth rate,
it is not significant in terms of total employment.
Of the 10 fastest-growing occupations, only Personal Care Aides added a significant number of new jobs
over the past 10 years (with a 52.0% increase in employment and 224 new jobs).
Occupations with Significant Job Gains
SOC
Code
Occupation
Change
% Change
39-9021
Personal Care Aides
224
52.0%
41-3099
Sales Representatives, Services, All Other
176
33.5%
35-3021
169
25.6%
31-1011
Combined Food Preparation and Serving Workers, Including
Fast Food
Home Health Aides
147
46.2%
31-1014
Nursing Assistants
131
16.4%
35-2014
Cooks, Restaurant
121
21.8%
35-3031
Waiters and Waitresses
117
12.4%
41-2031
Retail Salespersons
98
6.0%
41-3021
Insurance Sales Agents
77
46.7%
29-2061
Licensed Practical and Licensed Vocational Nurses
70
17.4%
Projected Growth Occupations
The Emergency Medical Technicians and Paramedics occupation is expected to continue growing at a
rapid rate over the next 10 years, with a 66.0% increase in employment. Other major projected-growth
occupations include Brickmasons and Blockmasons (58.3%), Helpers- Brickmasons, Stonemasons, and Tile
and Marble Setter (50.0%), and Reservation and Transportation Ticket Agents and travel Clerks (50.0%).
P a g e | 27
Projected-Growth Occupations
SOC
Code
Occupation
Change
% Change
29-2041
Emergency Medical Technicians and Paramedics
33
66.0%
47-2021
Brickmasons and Blockmasons
14
58.3%
47-3011
Helpers--Brickmasons, Blockmasons, Stonemasons, and Tile
and Marble Setters
9
50.0%
43-4181
Reservation and Transportation Ticket Agents and Travel Clerks
5
50.0%
39-5011
Barbers
15
46.9%
29-1071
Physician Assistants
5
45.5%
53-3011
Ambulance Drivers and Attendants, Except Emergency Medical
Technicians
4
40.0%
39-5092
Manicurists and Pedicurists
16
39.0%
15-1134
Web Developers
10
38.5%
13-1161
Market Research Analysts and Marketing Specialists
18
36.5%
There is no overlap between of the top 10 projected-growth occupations and the top 10 occupations that
are expected to add a significant number of jobs.
Occupations with Significant Projected Job Gains
SOC
Code
Occupation
35-3021 Combined Food Preparation and Serving Workers, Including
Fast Food
39-9021 Personal Care Aides
Change
% Change
184
22.2%
160
24.4%
41-2031 Retail Salespersons
92
5.3%
31-1011 Home Health Aides
88
18.9%
37-2011 Janitors and Cleaners, Except Maids and Housekeeping Cleaners
63
10.1%
35-2014 Cooks, Restaurant
62
9.2%
39-5012 Hairdressers, Hairstylists, and Cosmetologists
50
17.7%
29-2061 Licensed Practical and Licensed Vocational Nurses
48
10.1%
28 | P a g e
53-7062 Laborers and Freight, Stock, and Material Movers, Hand
48
9.9%
25-2021 Elementary School Teachers, Except Special Education
45
12.9%
P a g e | 29
Key Occupations
Based on the preceding analysis, TPMA identified five occupations that are key to the employment growth
in the Hot Springs region. These industries were selected based on one or more factors, including:
 2014 employment
 Past and projected growth
 Average wages
 Relationship between occupations
 Strategic importance
All of the key occupations fall within Health Care-related job families. Together, these five occupations
account for a little over 3,600 jobs, with an additional 446 jobs expected by 2024. These occupations are
high-growth fields, a trend which is expected to continue over the next decade. The notable exception is
the Registered Nurses occupation, which experienced a 13.8% reduction in employment since 2005 and
is anticipated to decline by an additional 7.2% over the next 10 years.
Key Occupations
Employment
2014-2024
Change % Change
(75)
(7.2%)
Occupation
Registered Nurses
31-1014
Nursing Assistants
931
131
16.4%
26
2.8%
39-9021
Personal Care Aides
655
224
52.0%
160
24.4%
31-1011
Home Health Aides
Licensed Practical and
Licensed
Vocational
Nurses
465
147
46.2%
88
18.9%
473
70
17.4%
48
10.1%
29-2061
2014
Employment
1,043
Employment
2005-2014
Change % Change
(167)
(13.8%)
SOC
Code
29-1141
Although the Registered Nurses occupation is on a downward trajectory, it is a major source of
employment in the region and has a relatively high median wage at $25.10 per hour. The other key
occupations are relatively low-wage, with median earnings ranging from $9.56 to $16.96 per hour.
Interestingly, the low-skill, low-wage Nursing Assistants, Personal Care Aides, and Home Health Aides
occupations have higher median earnings in Hot Springs than at the state level, while higher-skill, higherwage Registered Nurses and Licensed Practical and Licensed Vocational Nurses earn less than their peers
across the state.
30 | P a g e
Qualifications and Median Hourly Earnings for Key Occupations
Typical Qualifications
SOC
Code
Occupation
Education
Median Hourly Earnings
On-theJob
Training
Hot
Springs
Arkansas
USA
Registered Nurses
Associate's
degree
None
$25.10
$26.56
$31.7
6
31-1014
Nursing Assistants
Postsecondary
non-degree
award
None
10.65
10.12
11.95
39-9021
Personal Care Aides
Less than high Shortschool
term
9.56
8.67
9.62
31-1011
Home Health Aides
Less than high Shortschool
term
10.10
8.57
10.03
29-2061
Postsecondary
Licensed
Practical
and
non-degree
Licensed Vocational Nurses
award
16.96
17.13
20.18
29-1141
None
Conclusions and Recommendations
Data Validation
While this report contains data from publicly available and proprietary datasets, it is important to validate
growth projections and substantiate workforce challenges by following up with regional employers to gain
real-time information. Often, government data may underestimate the true magnitude of real-time hiring
needs, since changes in the private sector can occur more rapidly than public sector data can track. TPMA
recommends Hot Springs conduct employer outreach to ask for industry- and occupation-specific hiring
projections and the reasons behind those projections (retirement, turnover, net new job creation, etc.).
Workforce Composition Strategies
Although Hot Springs’ average age is significantly higher than the national average, its population and
labor force are relatively stable. However, in the long-term, the overall age of the workforce and the
impending retirement of the Baby Boomer generation will present workforce challenges. Hot Springs
should proactively develop workforce composition strategies to address these challenges before they
negatively impact the region’s ability to meet local labor demand. TPMA recommends:
 Further study to create retirement projections by industry and occupation
 Developing programs to assist companies in the development of succession planning and
knowledge transfer to capitalize on mature workers’ skills and abilities before retirement
P a g e | 31

Developing strategies to entice qualified new graduates and adults re-entering the labor force to
stay in the region after graduation
Entrepreneurism and Innovation
Entrepreneurism and innovation are critical for a region’s economic growth, competitiveness, and vitality.
Hot Springs has a relatively high concentration of entrepreneurs, but wages are relatively low and the
region’s entrepreneurial capacity is not translating into innovation. This may indicate the region’s
entrepreneurial capacity and human capital is not being maximized. The absence of major research
universities or research or technical parks may be a factor in the region’s low rate of patenting. In order
to support entrepreneurs and increase the probability that their activities will translate into innovation
and economic development, TPMA recommends:
 Creating a catalog of the entrepreneurs in the region
 Evaluating current programs, policies, and infrastructure to support entrepreneurs
 Developing a strategy for encouraging higher-wage entrepreneurial activity
 Identifying opportunities to link local entrepreneurs with research and technology institutions
Health Care Cluster: Healthcare Industries and Occupations
TPMA’s analysis indicates healthcare industries and occupations form the backbone of Hot Springs’
economy, a trend we have been seeing in communities across the nation as lifespans increase and the
Baby Boomers begin retiring in large numbers, placing demand upon the healthcare system. These
industries and occupations are especially critical to Hot Springs’ ability to meet demand for medical
services in the region and at Hot Springs Village, the nation’s largest gated retirement community. Several
of the key occupations are low-wage, low-skill occupations. Economic and workforce efforts should not
necessarily focus on growing these types of jobs; however, these occupations do serve an important role
as the entryway into healthcare career pathways. TPMA recommends:
 Further study to determine the factors behind the job losses in the Registered Nurses Occupation
 Assessing the work-readiness of the current population
 Collaborating with local training organizations and employers, such as National Park Community
College, Petra Allied Health, St. Vincent Hot Springs, and Mercy Hospital, to develop stacked and
latticed career pathways in Health Care and Nursing
 Evaluating the availability of workforce training programs to allow workers to advance their skills
 Developing a strategy for growing jobs at the higher end of the career pathways
Tourism Cluster: Accommodation and Food Service Industries
Hot Springs has a natural competitive advantage in Accommodation and Food Service due to tourist
attractions such as the Hot Springs National Park and Bathhouse Row (the oldest federal reserve in the
United States), the Oaklawn Park Race Track (the ninth ranked thoroughbred racetrack in North America
by the Horseplayers Association of North America), and the Ouachita Mountains. The types of jobs
associated with these industries are generally low-skill, low-wage; however, having a large workforce in
these areas is critical for attracting tourists and their spending dollars. In addition, the cultivation of a
vibrant and attractive downtown is crucial to Hot Springs’ identity and brand, as well as the quality of life
for residents and the attraction of the creative class. TPMA recommends:
 Further study to determine the factors behind the job losses in Traveler Accommodation
32 | P a g e

Further study to determine the factors behind the projected job losses in Spectator Sports
Promising Industries: Aerospace Manufacturing and Consulting Services
The nature of industry and workforce trends assumes that growth that is currently happening will
continue along the same trajectory. Our conclusion that the Allied Healthcare industries and occupations
are the basis for the current and future health of the economy does not preclude Hot Springs’ ability to
craft economic and workforce policies and programs that could fundamentally alter the landscape.
The Aerospace Products and Parts Manufacturing industry has experienced a high rate of growth and
added a significant number of jobs over the past 10 years. Although employment is projected to decline
slightly over the next decade, Hot Springs has a high concentration in this industry and has a competitive
advantage in this type of manufacturing, which indicates the downward trend may be reversible if the
proper policies and programs are identified. While Aerospace Products and Parts Manufacturing is ranked
16th in terms of total employment (with 630 employees), it is dwarfed by employment in restaurants,
retail, and healthcare. The attraction of a few more businesses in this industry could provide a substantial
boost to employment in Aerospace Products and Parts Manufacturing.
Management, Scientific, and Technical Consulting Services is an upstart industry that has grown
tremendously over the past decade, a trend which is expected to continue. Hot Springs has a competitive
advantage in this industry, specifically in the Marketing Consultants subsector. This means Hot Springs
has some unique feature that is encouraging growth in this industry, such as a specialized marketing
college and technical programs or having one specific firm that is acting as a “local champion,” for
example. Given the right environment and incentives, it is possible that Hot Springs could attract new
Management, Scientific, and Technical Consulting Services firms and jobs to the region.
To further evaluate the potential of the Aerospace Products and Parts Manufacturing industry and the
Management, Scientific, and Technical Consulting Services industry, TPMA recommends:
 Further studies to determine the factors behind the growth in these industries
 A study of the Aerospace Products and Parts Manufacturing supply chain to ensure that the inputs
into this industry are readily available and offered at competitive prices
 Assessing the work-readiness of the current population
 Developing stacked and latticed career pathways in these occupations
 Evaluating the availability of local workforce training programs for these industries
 Developing a strategy for preventing job losses in the Aerospace Product and Parts Manufacturing
industry
 Developing a strategy for attracting jobs at the higher end of the career pathways for
P a g e | 33
Appendix C
Downtown
Neighborhood
Assessment
Contents
Part 1. Neighborhood SWOT Analysis........................................................................................................... 5
Strengths ....................................................................................................................................................... 5
Park Avenue .............................................................................................................................................. 5
Quapaw Prospect ...................................................................................................................................... 5
Whittington Valley .................................................................................................................................... 5
Gateway .................................................................................................................................................... 5
Weaknesses .................................................................................................................................................. 5
Park Avenue .............................................................................................................................................. 5
Quapaw Prospect ...................................................................................................................................... 5
Whittington Valley .................................................................................................................................... 5
Gateway .................................................................................................................................................... 5
Opportunities ................................................................................................................................................ 6
Park Avenue .............................................................................................................................................. 6
Quapaw Prospect ...................................................................................................................................... 6
Whittington ............................................................................................................................................... 6
Gateway .................................................................................................................................................... 6
Threats .......................................................................................................................................................... 6
Park Avenue .............................................................................................................................................. 6
Quapaw Prospect ...................................................................................................................................... 6
Whittington ............................................................................................................................................... 6
Gateway .................................................................................................................................................... 6
Part 2. Neighborhood-oriented Goals and Action Items .............................................................................. 7
Goal 1 ........................................................................................................................................................ 7
Goal 2 ........................................................................................................................................................ 7
Goal 3 ........................................................................................................................................................ 8
Part 3. Review of Past Plans and Recommendations for Neighborhoods .................................................... 9
P a g e |3
4|P a g e
Part 1. Neighborhood SWOT Analysis
Strengths
Park Avenue
•
•
•
•
Quapaw Prospect
Prime travel corridor into the City
Engaged neighborhood
Active streetscape improvements and plan
Rich history
Whittington Valley
•
•
•
•
•
•
•
•
•
Historic integrity and National Trust
Designation
Higher income base
Passionate citizens
Close relationship with Code Enforcement
Gateway
Active and engaged neighborhood
Green with three parks
Summer music series
Historic designation
Arkansas School of Math, Science and the Arts
•
•
•
•
Rich cultural history
Farmers Market
Historic commercial district
Baxter Plaza
Weaknesses
Park Avenue
•
•
•
•
Perceptions of decay and crime
High speed traffic
Housing conditions
Velda Rose and The Majestic
Whittington Valley
•
•
•
•
Housing blight
Commercial property vacancies
Lacking grocery store
Above ground power lines cause frequent
outages
Quapaw Prospect
•
•
•
•
No plan for future growth
Aging demographic
No commercial activity
No parks
Gateway
•
•
•
Blighted housing/appearance
Gateways to neighborhood
Vacant properties
P a g e |5
Opportunities
Park Avenue
•
•
•
•
Quapaw Prospect
•
•
•
Events and urban agriculture
Connectivity with downtown
Bill Clinton boyhood home
Velda Rose
Whittington
•
•
•
•
Engage new leaders
Connectivity with downtown
Adventure tourism
Gateway
Affordable homeownership opportunities
Recreation opportunities
Expansion of arts and culture
Continue momentum of neighborhood driven
efforts
•
•
•
•
Malvern
Cultural tourism
Habitat for Humanity investment
Development of a plan
Threats
Park Avenue
•
•
•
Decaying hotel structures
Perception of neighborhood as unsafe
Absentee landlords
Whittington
•
•
•
6|P a g e
Perception as low income
Blighted properties
Neighborhood leadership burnout
Quapaw Prospect
•
•
Aging population
Taverns on Ouachita
Gateway
•
•
•
High absentee landlordism
Lack of private investment
Howard Johnson Hotel
Part 2. Neighborhood-oriented Goals and Action Items in the Hot
Springs Downtown Economic Development Strategic Plan
GOAL 1: To enhance the downtown experience by improving the
infrastructure and quality of place amenities required to become one of
America’s best small downtowns.
Action Items:
•
•
•
Gateways to central business district and neighborhoods (Goal 1, Strategy A. Action 2. d.)
Develop partnerships with city and county departments, chambers of commerce, business,
neighborhood, and civic groups to review and assess policies affecting economic development on
a regular basis. (Goal 1. Strategy C. Action 1. c.)
Create and enforce accountability policy for absentee landlords in downtown and adjacent
neighborhoods. (Goal 1. Strategy C. Action 1 d.)
GOAL 2: To create and foster a stronger sense of community downtown
Improve the physical and social connectivity between the businesses and residents of the central business
district and surrounding neighborhoods.
Action Items:
•
•
Develop strong partnerships with community-based organizations and foundations for improved
programming and facilities in downtown. (Goal 2. Strategy A. Action 1)
Create and seed a group of urban pioneers including the Chamber of Commerce’s Young
Professionals group and students from ASMSA, among others, to deploy tactical urbanism, market
downtown assets and opportunities, and take on leadership roles on downtown initiatives. (Goal
2. Strategy A. Action 2.)
P a g e |7
GOAL 3: To position downtown as a vibrant economic engine to offer a
place for its residents to live, work, and play centered on supportive and
emerging sectors.
Action Items:
•
•
•
8|P a g e
Create and promote a framework of collaboration principles for elected officials, economic
development organizations, chambers of commerce, and other organizations from multiple
jurisdictions and sectors to review and assess economic development policies on a regular basis.
(Goal 3. Strategy B. Action 2.)
Target tourism marketing to appeal to a variety of niche markets including retirees, minorities,
and millennials. (Goal3. Strategy E. Action 1)
Promote the potential of Bill Clinton’s boyhood home as tourist destination. (Goal3. Strategy E.
Action 5)
Part 3. Review of Past Plans and Recommendations for Park
Avenue, Whittington Valley, Quapaw-Prospect, and Gateway
Neighborhoods
Park Avenue Neighborhood
The Park Avenue Neighborhood is located on the
northern end of downtown Hot Springs, adjacent
to Hot Springs National Park, and along the major
arterial road Park Avenue. This neighborhood has
experienced both growth and decline over time
and is currently the subject of a variety of
revitalization efforts. The efforts in the
neighborhood have been noticed by Hot Springs
citizens, but many still consider the neighborhood
to need improvement and some citizens have
concerns about safety.
The Park Avenue
Neighborhood is a critical gateway to downtown
Hot Springs, and the economic health and vitality of the downtown and the neighborhood are
interrelated.
Previous Neighborhood Plans
In 2001, the Park Whittington Neighborhood Plan was prepared by Urban Planning Associates, Inc. This
report followed a thorough public input process, review, and analysis of two neighborhoods: Park Avenue
Neighborhood and Whittington Valley Neighborhood. These neighborhoods are north of and adjacent to
Central Avenue and are similarly characterized by their major arteries, Park Avenue and Whittington
Avenue, their proximity to Hot Springs National Park, and their diverse housing stock. Although the report
combines them, for the most part, they are approached as distinct neighborhoods today. The report
analyzed the demographics, housing mix, commercial mix, historic and cultural resources, parks and
recreation, and transportation options for the combined area. The following eight attributes were
generated:
Park Whittington is a neighborhood…
1. with a safe, effective, and attractive transportation system.
2. with healthy and attractive businesses.
3. with an attractive residential area that offers housing for a mix of income levels and household
sizes.
4. with an attractive physical appearance and a positive image.
5. with quiet residential areas free from disruptive influences and intrusions.
P a g e |9
6. that supports and, in turn, is supported by other areas of the city.
7. of active residents and property owners striving to build an increasingly stable, safe, and
desirable neighborhood
8. that offers a diverse range of opportunities within a quality urban setting.
Park Avenue Community Association (PACA), the active neighborhood association in Park Avenue, has
worked with the City of Hot Springs, the Chamber of Commerce, and other private and nonprofit partners
to make improvements to their neighborhood. A synopsis of current efforts related to these eight
characteristics is included below.
1. Park Avenue is a neighborhood with a safe, effective, and attractive
transportation system
Current activity:
Complete Streets
In February 2015, the City of Hot Springs passed a resolution supporting a Complete Streets Policy for all
public spaces within Hot Springs. Walkable and Livable Communities Institute, along with a team of local
partners, produced Honoring Place through Improved Walkability: Hot Springs, Arkansas, 2012 an
extensive study and analysis of sidewalks, streets, and traffic flow of Oaklawn, downtown, and Park
Avenue. This comprehensive complete streets report was the pre-cursor to the adoption of the Complete
Streets Policy.
CDBG Funded Infrastructure Improvements
Park Avenue Community Association successfully
partners with the City of Hot Springs on CDBG
allocation, and this year received $189,992
towards infrastructure improvements.
The Arkansas State Department of Transportation
has announced plans for roadway improvements
in
2016 through two low-to-moderate income areas
with blighted commercial corridors including Park
Avenue.
Figure 1 Complete Streets analysis of Park Avenue. Source: Honoring
Place through Improved Walkability: Hot Springs, Arkansas, 2012
10 | P a g e
Opportunities:
The City of Hot Springs executes the Complete Streets plan and uses guiding principles to
a. design an Iconic entryway into Park Avenue neighborhood at Central Avenue roundabout.
b. create a more bike-friendly neighborhood with pathways to downtown.
2. Park Avenue is a neighborhood with healthy and attractive businesses
Current activity:
Summerfest Uptown
There are some quality dining options along Park Avenue, including Deluca’s Pizzeria and Central Park
Fusion Cuisine. Park Avenue Community Association has executed pop-up and special event strategies to
provide additional support and visibility to the neighborhood businesses. Originally Pop Up on Park, this
event has evolved into a monthly themed event called Summerfest Uptown which spans about seven
blocks of Park Avenue and features live music, local food and beverage, and other activities. Quality events
for social engagement increase business visibility and improve neighborhood recognition and reputation.
P a g e | 11
Opportunities:
Neighborhood leaders work with Chamber of Commerce to conduct proactive business recruitment
efforts.
a. Conduct an inventory of
available commercial
property.
b. Market commercial
product through realtors,
Chamber of Commerce,
City of Hot Springs, and
neighborhood networks.
c. Engage Park Avenue in
existing downtown
business recruitment
efforts to elevate Park
Avenue as a great place
to live.
Park Avenue business and
neighborhood
leaders
collaborate with downtown
businesses and organizations on Figure 2 Advertising for street festival on Park Avenue. Source: Popup On Park
Facebook Page
events and programs for crosspromotion.
3. Park Avenue is a neighborhood with attractive residential areas that offer
housing for a mix of income levels and household sizes
Current activity:
CDBG Homeowner Rehab Program
The City of Hot Springs has been using CDBG allocation to rehab 7-12 single-family, owner occupied, and
low-to-moderate housing units per year mainly in the targeted areas of Park Avenue and Pleasant Street.
Between 2004 and 2013, 107 homes were brought up to City code, ADA accessibility standards, and/or
addressed urgent needs enabling homeowners to remain in their homes.
Opportunities:
City of Hot Springs continue to support rehabs for low-to-moderate income homeowners through CDBG.
Park Avenue Community Association leads a grassroots effort such as Paint the Town to support
beautification of blighted residential in high impact locations
12 | P a g e
4. Park Avenue is a neighborhood with an attractive physical appearance and
positive image
Current activity:
Flower and Garden Show Grant
•
•
•
The Park Avenue Community Association
received an Arkansas Flower and Garden Show
$1,500
Greening of Arkansas grant to purchase native
plants to be used alongside CDBG funded Park
Avenue Pedestrian Improvement projects.
Park Haven Community Garden
In August 2013, a partnership was created to transform
the vacant lot at 655 Park Ave. into a pocket park and
community garden. The Park Haven Community Garden Figure 3 A crop field pergola at Park Haven Community Garden.
Source: Park Haven Community Gardens Facebook Page
mission is to build community, improve participant
health, provide fresh organic produce, teach
sustainability and environmental and nutritional awareness, and beautify an otherwise unused space.
Opportunities:
Conduct a neighborhood-driven branding exercise and build a stronger identity in the Park Avenue
neighborhood with outcomes including
a.
b.
c.
d.
brand-specific wayfinding signage and streetscape elements
neighborhood pride promotional products to advance the reputation of Park Avenue
updated neighborhood website
promotion templates to attract investors through residential and commercial realtors
5. Park Avenue is a neighborhood with quiet residential areas free from disruptive
influences and intrusions
Current activity:
Neighborhood Watch
The City of Hot Springs Police Department’s Neighborhood Watch Program is a crime prevention initiative
designed to reduce crime within a neighborhood by promoting and mentoring community involvement.
P a g e | 13
Opportunities:
Improve oversight of rental properties through a Landlord Registration Policy with the City of Hot Springs.
By registering accountable parties for rental properties, the City has direct lines of communication for
code issues and may institute a notification system for police calls.
6. Park Avenue neighborhood supports, and in turn, is supported by other areas of
the city
Current activity:
Neighborhood identity
The Park Avenue Neighborhood reputation is evolving, but as the neighborhood declined, its reputation
also declined. There are not many realtors or other promotional entities that highlight Park Avenue as a
great place to live, despite some great amenities.
Opportunities:
Build a forum for realtors and neighborhood residents to come together and discuss assets, concerns, and
ideas to better promote the neighborhood.
a. direct interventions in problem areas
b. home and/or garden tours to promote real estate and livability
7. Park Avenue is a neighborhood with active residents and property owners striving
to build an increasingly stable, safe, and desirable neighborhood
Current activity:
The Park Avenue Community Association was established in the late 80s to address safety issues in the
neighborhood. Currently the neighborhood association hosts monthly meetings and actively engages
residents in planning processes such as Complete Streets, Build a Better Block, and the Downtown Plan.
The neighborhood also successfully organizes a monthly street festival, which is no small task.
Park Haven Community Garden
This initiative is a community driven beautification and education project with broad impact. These efforts
are indicative of an engaged and passionate residential base.
14 | P a g e
Opportunities:
Downtown and neighborhood associations organize a summit or council related to the overall downtown
revitalization efforts in order to elevate neighborhood priorities and work more cohesively as a broader
community.
8. Park Avenue is a neighborhood with a diverse range of opportunities within a
quality urban setting
Current activity:
The Arlington – Aesthetic improvements are needed to the Arlington and other iconic hospitality
structures in the downtown. With that will come continued growth of tourism income and destinationbased retail vibrancy. Furthermore, increased online booking options such as Priceline, Orbitz, and
Travelocity, and online review sites such as TripAdvisor, Yelp, and Urbanspoon are recommended.
Currently the Arlington isn’t available for booking at popular third party sites.
Opportunities:
Velda Rose – The shuttered Velda Rose Hotel and Spa was recently placed on the market. It could be
incorporated into part of a national or international design competition aimed at finding new uses for the
site of the Majestic Hotel. Given the Velda Rose’s proximity to the Majestic Site, the building could be
renovated or other uses could be found for the site.
Recommendations
Execute Complete Streets Plan throughout Park Avenue neighborhood
a. Park Avenue Community Association, the City of Hot Springs and Arkansas Transportation
Department continue to work together on allocation of CDBG funds for streetscape
enhancement.
Create a sense of place through neighborhood brand, wayfinding, and contextual
local events
b. Park Avenue Community Association hires local professional to facilitate branding exercise
with the neighborhood.
c. Brand executed in physical streetscape improvements, where possible. Explore options for
banners, street art, and other expressions of the brand.
P a g e | 15
d. Park Avenue Community Association continues to produce special events that increase in
quality and attendance over time, focusing on existing assets such as restaurants and urban
gardens.
e. Utilize Bill Clinton’s boyhood home as a marketing opportunity.
Connect to downtown through physical trails, transportation options, and
coordinated programs and cross-promotion
f.
Coordinate efforts with Hot Springs National Park to increase amenities along the Park Avenue
corridor. Meet with representatives from the National Park to encourage use of hiking trails
that provide connectivity between Gulpa Gorge and Bathhouse Row
g. Residential and business representatives of Park Avenue participate in downtown planning
and activities to foster stronger connectivity between downtown and the neighborhood.
Explore new options for Velda Rose
Explore new options for Velda Rose: Future use of the site should be a topic of discussion and included
in the plans for Hot Springs’ future. Careful and deliberate coordination between this property and the
redevelopment plans of the Majestic site will be critical to the success of both, whether the City elects to
purchase this site and add it to the redevelopment portfolio of the Majestic site or works with a new
owner to redevelop the site.
Engage with property owners and realtors to create solutions to blight and
deterioration.
h. Park Avenue Community Association produces a realtor roundtable to discuss perception and
obstacles to investment in Park Avenue neighborhood.
i. City of Hot Springs adopts a Landlord Registration Policy and increases communication with
and accountability of absentee landlords.
j. Community-based beautification efforts such as Paint the Town or Great American Clean-up
16 | P a g e
Whittington Valley Neighborhood
The Whittington Valley area is situated just northwest of downtown Hot Springs, largely surrounded by
the Hot Springs National Park. Whittington Avenue is a major corridor off of Central Avenue and gateway
to downtown. The neighborhood has a historic designation, a variety of parks, legacy projects, and an
engaged neighborhood association, Whittington Valley Neighborhood Association (WVNA). The
neighborhood is home to a couple tourist destinations but otherwise is primarily a residential community.
In 2001, Whittington was the subject of the same neighborhood study as Park Avenue mentioned above.
The Whittington Valley Neighborhood Association has proactively reviewed the 2001 recommendations,
facilitated an assessment and engagement process of over 70 residents, and produced The 2013
Amendment to the Park Whittington Neighborhood Plan: The Whittington Valley. This section of the
Neighborhood Assessment reflects that report, given the quality of approach and analysis. In the 2013
Amendment, the neighborhood restructured the eight goals into the following four goals:
1. Whittington Valley is a neighborhood with an attractive physical appearance; a
neighborhood that is safe and stable; a place that is desirable to visit.
Current activity:
In 2010, WVNA engaged in conversations on how to best provide a safe environment for bicyclists. As a
result of the neighborhood’s advocacy, street calming measures were taken to reduce the speed of
vehicles on the road and improve overall safety. The neighborhood has supported efforts for an overall
road diet through the valley, including cut outs, curbs, stop signs, and other remedies for high speed
traffic. In April 2011 WNVA worked with City officials to increase paving. In 2012, WNVA obtained a
federal grant for repairs to the sidewalks around Whittington Federal Park.
P a g e | 17
Opportunities:
Use Complete Streets policy and create a long term plan to continue infrastructure improvements in
Whittington Valley.
Use engaged neighborhood to promote high
expectations for individual and civic care for
properties, public amenities, streets, and
infrastructure as outlined in 2011 Amendment.
Work with Hot Springs Police Department to
understand perceptions of safety and solutions.
a. Hot Springs Neighborhood Watch
Program
b. Improved lighting in parks and
alongside roads
Figure 4 Speed limits placed on west end of Whittington
Avenue in 2010. Source: www.whittingtonvalley.org.
2. Whittington Valley is a neighborhood with residential areas that promote a good
quality of life; a neighborhood in which people want to raise a family.
Current activity:
Whittington City Park
The Whittington City Park is a great neighborhood asset in Whittington Valley. The park has historical
significance and is highly utilized. The Hot Springs Concert Band performs free outdoor concerts every
month.
In 2013, $1,580.84 was used to complete Whittington City Park Toddler Playground improvements. The
toddler playground replaced an aged, unused shuffle board court in disrepair while providing the
necessary paved surface for the rubberized safety base pour, which reduced project costs while meeting
the needs of the community.
Baseball Trail Park
The Whittington Valley Neighborhood Association received $14,000 from the Arkansas General
Improvement Fund for Baseball Trail Park renovations, a park that has benefited from CDBG investments
over the last four (4) years. Whittington Park (aka Ban Jonson Park) hosted more Spring Training Baseball
than any other ballpark in the country during its time.
18 | P a g e
3. Whittington Valley is a
neighborhood with successful and
attractive businesses.
Current Activity:
The commercial presence in Whittington
Valley has declined over the past twenty
years, and the neighborhood has become
primarily residential. The neighborhood has
outlined a strategy to repurpose existing
vacant commercial buildings and encourage
business enterprises consistent with the Figure 5 Hot Springs Concert Band at Whittington Park. Source:
www.whittingtonvalley.org
area’s largely residential aesthetic.
Opportunity:
Support downtown efforts for an urban grocery to serve both downtown residents and residents of
Whittington Valley.
Showcase trails, parks, and opportunities for adventure tourism in the Whittington Valley neighborhood
in alignment with downtown’s efforts to foster broader opportunities for walking, hiking, bicycling, sports,
and recreation.
Repurpose vacant commercial properties into artist studios and galleries.
4. Whittington Valley is a neighborhood with a positive image; a neighborhood that
is an asset to the city as a whole.
Current Activity:
The neighborhood association has worked hard to develop an active planning and neighborhood-driven
revitalization effort, while also overcoming stigma as a residential base that is difficult to work with.
Opportunity:
Whittington Valley Neighborhood Association (WVNA) representatives participate in downtown efforts as
a partner and asset to the overall revitalization efforts, coordinating special events and participating in
programs.
a. Recruit quality artists for public performances in Whittington Valley
b. Use public art and creative placemaking initiatives to improve blighted buildings and
underutilized spaces.
P a g e | 19
WVNA seeks to recruit more artists and creative
individuals into its neighborhood. By actively
supporting arts-related advocacy, the neighborhood
can reflect itself positively to the arts community and
recruit new residents.
a. Market affordable housing options to arts
community through targeted marketing
and enhanced relationships with realtors.
b. Promote cultural assets of the
neighborhood including parks, Arkansas Figure 6 Whittington Valley Spring 2014 Picnic.
Source: whittingtonvalley.org
Alligator Farm, Dryden Pottery, First
Presbyterian Church, Roanoke Baptist Church, and historic homes such as The Latta House.
Recommendations
Acknowledge and maintain the community-driven planning efforts of WVNA.
a. Update the 2013 Amendment in alignment with broader community and downtown revitalization
goals.
b. Focus on engagement of new residents and millennials in the planning process to build long term
cohesion and prevent burnout.
c. Present amended plan as an addendum to the downtown plan and as model for surrounding
neighborhoods.
Undergo a process to integrate Complete Streets upgrades throughout
neighborhood
a. Identify high priority infrastructure improvement areas for short term and long term goals
b. Re-design target streets using the City’s adopted Complete Streets Policy
Adopt a strategy to recruit creative individuals to the neighborhood by promoting
adaptive re-use, affordable real estate options, arts and cultural events, public art,
and active lifestyle.
c. Develop a brand for the community that is reflective of the present as well as future goals
d. Work with the Arkansas Arts Council to receive funding for quality artists performances and
public art installations
e. Continue to program Whittington Valley parks with quality events for social engagement;
consider an Arts Fair and partnership with Arkansas School for Math, Science, and the Arts
20 | P a g e
Engage with property owners and
realtors to create solutions to blight and
deterioration.
a. Conduct a roundtable discussion of
neighborhood perception and obstacles
to investment.
b. City of Hot Springs adopts a Landlord
Registration Policy and increases
communication with and accountability
of absentee landlords.
c. Promote community-based
beautification efforts such as Paint the
Town or Great American Clean-up to
target problem areas.
Figure 7 Luminaries in Quapaw Prospect Neighborhood, 2014.
Source: Hot Springs Hot Spots Facebook Page
P a g e | 21
Quapaw Prospect Neighborhood
The Quapaw Prospect Neighborhood is bound by Grand Avenue, Ouachita Avenue, Central Avenue, and
West Mountain. This urban neighborhood has a diverse housing stock with values ranging from $85,000
to $700,000, with the average home value at about $250,000. Quapaw Prospect is one of the more
distinguished historic neighborhoods in Hot Springs.
The Quapaw Prospect Neighborhood Association sends out a quarterly newsletter to engage residents
and share information on neighborhood activities. The printed newsletter goes out to every house in the
neighborhood.
The Quapaw Prospect Neighborhood has not undergone any concerted neighborhood planning process
in the past three decades. The neighborhood did, however, undergo the process to be designated on the
National Register of Historic Places in 2002. 170 of the over 250 homes in Quapaw Prospect are designated
as contributing historic houses. The neighborhood association has existed for 29 years and has a close
relationship with the State Historic Preservation Office, hosting annual presentations. The Quapaw
Prospect Historic District also hosts a Safety and Code Compliance meeting with the City of Hot Springs
each year. It’s known for their block party and for their luminary display.
Whereas other neighborhoods considered safety and housing to be the priority focus for revitalization,
the public input forum results indicated that connectivity to downtown Hot Springs was the top priority,
and pedestrian/bicycle amenities was the secondary priority.
Recommendations
Extend some streetscape elements onto Ouachita Avenue to build connectivity
a. Continue bike lanes or bike routes with signage through major neighborhood arteries
b. Install neighborhood wayfinding signage to direct pedestrians and bicyclists to downtown, historic
points of interest within the neighborhood, and trail heads/West Mountain Drive
Engage new residents, especially millennials, in neighborhood events and
leadership
a. Develop a social media presence for Quapaw Prospect
b. Consider smaller social events such as a progressive dinner or a house party to build relationships
with new residents
Promote Quapaw Prospect as a premier urban neighborhood
a. Host a historic home tour, and possibly partner with realtors on open house showings
22 | P a g e
Gateway Neighborhood
The Gateway Community Association boundaries include the Pleasant Street Historic District and the
surrounding area between Spring Street, Reserve Street, Grand Avenue, and Central Avenue. The largest
geographically of the four neighborhoods, Gateway has a rich cultural heritage, iconic landmarks, and
assets such as the Hot Springs Farmers and Artisans Market, the Pleasant Street Historic District, and the
newly developed Baxter Plaza. The Gateway Community Association has about 40 active members and
has been growing in attendance this year. They have seen a series of positive improvements in the
neighborhood including CDBG investment in new sidewalks, the completion of the Baxter Plaza, and
investment from Habitat for Humanity. The neighborhood recently was the subject of a neighborhood
revitalization study by students at the Clinton School for Public Policy in partnership with Habitat for
Humanity.
In 2006, a set of Design Guidelines were prepared for the Pleasant Street Historic District. These guidelines
offer a set of standards, aligned with the Secretary of the Interior’s Standards for Rehabilitation, for the
Pleasant Street Commercial District. This document is highly technical but reports on the significant
African American cultural history in the neighborhood, beginning in the 19th century. Today there are
many representations of the rich history of the African American population in iconic buildings like the
Visitor’s Chapel A.M.E. Church as well as in the relatively intact streetscape along Gulpha, Garden,
Pleasant, Cottage, and Church which convey a sense of time and place in the era of the district’s status as
the center of Hot Springs’ black community.
Current Projects:
Baxter Plaza
This surface lot plaza was recently redeveloped by The Hot Springs Advertising and Promotions Committee
as a public space for outdoor events. The newly developed plaza beautified the area, including a previously
vacant lot, and serves as a gateway into the community.
Hot Springs Farmers and Artisans Market
Located at 121 Orange Street, the market
operates year round. From May through October
the market is open on Saturday mornings and
Tuesday evenings.
The Winter Market
(November through April), while smaller,
operates on Saturday mornings from 9a until
noon. The market is well managed and a great
asset to the Gateway Community. Recently, it’s
begun hosting Food Truck Friday’s at the site with
live music and several street food options. The Figure 8 Hot Springs Farmers Market. Source:
market is a partnership between the Friends of www.hotspringsfarmersmarket.com
the Farmers' Market and the City of Hot Springs
P a g e | 23
Opportunities:
Promote Hot Springs Farmers and Artisans Market as a regional destination for locally grown food.
a. Work with Chamber of Commerce on their Buy Local initiative, designing the farmers market as a
central tenet to the campaign.
b. Integrate unique design elements into the space to enhance the pedestrian experience and
encourage people to see the market as a social gathering place.
Celebrate art and heritage through special events at the Baxter Plaza
Recommendations:
Promote neighborhood revitalization through Cultural Tourism
a. Work with the Arkansas Historic Preservation Program to develop a “Walk Through History” in
the Gateway neighborhood, consider options to integrate this into the infrastructure through
signage and wayfinding and walking guides. Connect to and promote from downtown.
b. Use Baxter Plaza as an avenue for arts, performance, poetry, and music events in partnership with
churches, schools, and the Arkansas Arts Council.
Improve the overall appearance of the neighborhood
a.
b.
c.
d.
Consider grassroots beautification efforts such as clean-ups and Paint the Town.
Use the Complete Streets Policy to identify priority targets for infrastructure improvements.
Review the status of the Howard Johnson hotel and determine the best solution for the site.
Develop an iconic gateway to downtown.
Build consensus on a housing and neighborhood revitalization plan for Gateway
Community Association
a. The Habitat for Humanity and Clinton School for Public Policy recommendations may be
integrated into a broader framework.
Align with the downtown Hot Springs revitalization strategies
24 | P a g e
Table of Contents
101 Whittington Avenue............................................................................................................................... 7
101 Central Avenue....................................................................................................................................... 7
110-112 Central Avenue ............................................................................................................................... 8
111-121 Central Avenue ............................................................................................................................... 8
114-118 Central Avenue ............................................................................................................................... 9
124 Central Avenue....................................................................................................................................... 9
126 Central Avenue..................................................................................................................................... 10
128 Central Avenue..................................................................................................................................... 10
135 Central Avenue..................................................................................................................................... 11
150 Central Avenue..................................................................................................................................... 11
200 Central Avenue..................................................................................................................................... 12
201-209 Central Avenue ............................................................................................................................. 12
210 Central Avenue..................................................................................................................................... 13
212-218 Central Avenue ............................................................................................................................. 13
220 Central Avenue..................................................................................................................................... 14
Parking Lot – 223 Central Ave ..................................................................................................................... 14
224-230 Central Avenue ............................................................................................................................. 15
Vacant – 231 Central Ave ............................................................................................................................ 15
236 Central Avenue..................................................................................................................................... 16
238-240 Central Avenue ............................................................................................................................. 16
239 Central Avenue..................................................................................................................................... 17
244-250 Central Avenue ............................................................................................................................. 17
252-264 Central Avenue ............................................................................................................................. 18
316-320 Central Avenue ............................................................................................................................. 18
322-326 Central Avenue ............................................................................................................................. 19
328-330 Central Avenue ............................................................................................................................. 19
332-334 Central Avenue ............................................................................................................................. 20
336 Central Avenue..................................................................................................................................... 20
338-342 Central Avenue ............................................................................................................................. 21
344-348 Central Avenue ............................................................................................................................. 21
350-352 Central Avenue ............................................................................................................................. 22
354 Central Avenue..................................................................................................................................... 22
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360-366 Central Avenue ............................................................................................................................. 23
370 Central Avenue..................................................................................................................................... 23
401 Hot Springs Mountain Drive................................................................................................................. 24
402 Central Avenue..................................................................................................................................... 24
404 Central Avenue..................................................................................................................................... 25
408 Central Avenue..................................................................................................................................... 25
410 Central Avenue..................................................................................................................................... 26
412-416 Central Avenue ............................................................................................................................. 26
418 Central Avenue..................................................................................................................................... 27
420-422 Central Avenue ............................................................................................................................. 27
424 Central Avenue..................................................................................................................................... 28
430 Central Avenue..................................................................................................................................... 28
504 Central Avenue..................................................................................................................................... 29
510 Central Avenue..................................................................................................................................... 29
514 Central Avenue..................................................................................................................................... 30
516 Central Avenue..................................................................................................................................... 30
518-520 Central Avenue ............................................................................................................................. 31
524 Central Avenue..................................................................................................................................... 31
528 Central Avenue..................................................................................................................................... 32
600 Central Avenue..................................................................................................................................... 32
610 Central Avenue..................................................................................................................................... 33
620 Central Avenue..................................................................................................................................... 33
626 Central Avenue..................................................................................................................................... 34
629 Central Ave ........................................................................................................................................... 34
Surface Lot – Central Ave ............................................................................................................................ 35
700-702 Central Avenue ............................................................................................................................. 35
706 Central Avenue..................................................................................................................................... 36
707 Central Avenue..................................................................................................................................... 36
708-714 Central Avenue ............................................................................................................................. 37
709 Central Avenue..................................................................................................................................... 37
711 Central Avenue..................................................................................................................................... 38
718 Central Avenue..................................................................................................................................... 38
719 Central Avenue..................................................................................................................................... 39
4|P a g e
720 Central Avenue..................................................................................................................................... 39
721 Central Avenue..................................................................................................................................... 40
723 Central Avenue..................................................................................................................................... 40
724 Central Avenue..................................................................................................................................... 41
726 Central Avenue..................................................................................................................................... 41
728 Central Ave ........................................................................................................................................... 42
800 Central Avenue..................................................................................................................................... 42
801 Central Avenue..................................................................................................................................... 43
802 Central Avenue..................................................................................................................................... 43
804 Central Avenue..................................................................................................................................... 44
808-810 Central Avenue ............................................................................................................................. 44
812 Central Avenue..................................................................................................................................... 45
817-823 Central Avenue ............................................................................................................................. 45
818 Central Avenue..................................................................................................................................... 46
825 Central Avenue..................................................................................................................................... 46
827 Central Avenue..................................................................................................................................... 47
829 Central Avenue..................................................................................................................................... 47
831 Central Avenue..................................................................................................................................... 48
833 Central Avenue..................................................................................................................................... 48
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6|P a g e
101 Whittington Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Total Square Footage
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
101 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Roman Catholic
Diocese
1965
A
NonProfit
11,192
1
Nonprofit
-
101 Central LLC
1960
D3
Commercial
2,425
1
2,425
0
Fat Jacks
Retail
-
P a g e |7
110-112 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
8|P a g e
110-112
Claire Desha LLC
1891
G
Mixed Use
2,884
2
1,442
1,442
The Villa Gift Store
Retail
Resident
Residential
-
111-121
Wheatley Family LLLP
1925
C3
Mixed
Use/Warehouse
17,008
2
8,874
0
Colonial Breakfast,
Rings N Things,
Plenty Mystic
Makeup,
Colonial Candy
Corner,
Museum of Oddities,
Maxwell Blade
Theatre of Magic
Retail
Vacant
Warehouse
-
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
124 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
114-118
Tillman, Davis Edmon
Trust
1891
C3
Mixed Use
7,002
3
2,334
4,668
Tillman's Antiques
Retail
Resident
Residential
Residential
1891
C3
Mixed Use
4,298
2
2,149
2,149
EVILO/Fat Bottom
Girls Cupcakes
Retail
Occupied
Residential
-
P a g e |9
126 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
128 Central Avenue
10 | P a g e
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Hassell, Debbie
Wheatley Trust
1891
G
Mixed Use
2,272
2
1,164
1,108
Madison's Closet
Retail
Vacant
Residential
-
128 Central LLC
1891
G
Mixed Use
3,852
2
1,926
1,926
Blue Brick Boutique
Retail
Occupied
Residential
-
135 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
150 Central Avenue
M D G Enterprises Inc
1965
B3
Commercial
101,323
10
101,323
0
Springs Hotel, Cajun
Restaurant, Younique
Boutique
Hospitality
Springs Hotel
Hospitality
Springs Hotel
Hospitality
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Clear Mountain Spring
Water, LLC
1910
A
Commercial/Office
11,692
3
11,692
0
Mountain Valley
Spring Water Co
Retail
Mountain Valley
Spring Water
Office
Mountain Valley
Spring Water
Office
P a g e | 11
200 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
200
Aristocrat Manor, Ltd
1970
B4
Parking Structure
13,130
2
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
201-209
Southwest Hotels, Inc
1924
C4
Commercial
4,207
1
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
12 | P a g e
0
0
Parking deck
Parking
Parking
Parking
-
4,207
0
Desoto Gift Shop,
National Park
Aquarium
Attraction
-
210 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
210
Weir Building
1889
C3
Commercial
7,992
3
7,992
0
Rolando's
Retail
Rolando's
Retail
D Photo Works
Office
212-218
212-218 LLC/ Kelley
Anne Ardman DeSalvo
1930
A
Commercial
5,793
1
5,793
0
The Savory Pantry,
The Pancake Shop,
Oh Snap! Boutique,
The Silver Coconut
Retail
-
P a g e | 13
220 Central Avenue
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Parking Lot – 223 Central Ave
14 | P a g e
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
220
220 Central LLC
1910
A
Commercial
1,464
1
1,464
0
Vacant
-
223
Parking lot
-
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Vacant – 231 Central Ave
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
224-230
D & J Resort Holdings,
LLC
Surface Lot
19,079
0
0
0
Parking Lot
Parking
-
231
Vacant
-
P a g e | 15
236 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
16 | P a g e
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
236-1
Medical Arts Tower
HPR Information Only
Card
Commercial
0
Snazzies
Retail
-
238-240
Aristocrat Manor, LTD
1964
B3
Residential
89,926
7
0
89,926
NA
Residential
Resident
Residential
Occupied/Vacant
Residential
239 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
239
Southwest Hotels, Inc
1930
B3
Commercial
375,802
11
375,802
0
Arlington Hotel,
Cynthia's Galleria
inside Arlington Hotel
Hospitality
The Arlington
Hospitality
The Arlington
Hospitality
244-250
250 Central LLC
1893
C3
Commercial
20,318
2
20,318
0
Wax Museum
Attraction
Wax Museum
Attraction
-
P a g e | 17
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
18 | P a g e
252-264
Notjusttalking, LLC
1895
C3
Mixed
Use/Warehouse
44,375
5
10,067
0
The Bath Factory,
Vacant, Vacant,
Vacant, Spa City
Convenience Store
Retail
Vacant
Warehouse
-
316-320
1920
C3
Mixed
Use/Warehouse
6,238
2
3,119
0
The Emerald Peacock,
Ricky's,
Old Time Photo
Retail
Vacant
Warehouse
-
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
322-326
Bridges, Don H &
Mary Beth
Surface Lot
23,478
0
0
0
Parking Lot
Parking
-
328-330
Hessell, Debbie
Wheatley Trust
Wheatley, Kenneth R
Trustee
1910
C3
Mixed
Use/Warehouse
4,173
1
2,504
0
Che Julie's Gifts,
Pickle's Pet Petpourri
Retail
-
P a g e | 19
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
336 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
20 | P a g e
332-334
1910
C3
Mixed Use
7,918
2
3,719
3,719
Central Park Mining
Spa Souvenirs
Retail
Resident
Residential
-
336
Hassell, Debbie
Wheatley Trust
Wheatley, Kenneth R.
Trustee
1910
C3
Commercial
3,356
2
3,356
0
The Ohio Club
Retail
The Ohio Club
Retail
-
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
338-342
TKZ LLC
1900
C2
Mixed
Use/Warehouse
39,970
5
9,434
0
Fudge Factory,
Art by the Park,
Vacant
Retail
Vacant
Warehouse
Vacant
Warehouse
344-348
Marcus & Marcus
1907
C3
Mixed
Use/Warehouse
8,458
2
4,226
0
Maharaja Boutique,
Toy Chest
Retail
Vacant
Warehouse
-
P a g e | 21
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
354 Central Avenue
22 | P a g e
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
350-352
Hassell, Debbie
Wheatley Trust
Wheatley, Kenneth R.
Trustee
1908
C3
Mixed
Use/Warehouse
11,160
3
4,500
0
Earthbound Trading
Co.
Retail
Vacant
Warehouse
Vacant
Warehouse
354
City of Hot Springs
Public Space
6,350
0
0
0
Pocket Park
Public Space
-
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
370 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
360-366
1897
C3
Commercial
5,842
1
5,842
0
No Clothes, Granny's
Kitchen,
National Park
Outfitters,
Bathhouse Soapery
Retail
-
370
Tom & Mary Daniel
1871
C3
Mixed
Use/Warehouse
8,455
2
4,039
0
National Park Gifts &
Souvenirs
Retail
Vacant
Warehouse
-
P a g e | 23
401 Hot Springs Mountain
Drive
402 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
24 | P a g e
325-515
USA
Bathhouse Row
-
402
Lauray's, Inc
1880
C3
Commercial
2,356
1
2,356
0
Lauray's, Cynthia's
Garden Gallery
Retail
-
404 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
408 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
404
Fleischner Family
Trust 1/2 INT&
Fleischner, Mark H 1/2
INT
1920
C3
Mixed
Use/Warehouse
5,190
2
2,595
0
The Mountain's Edge
Retail
The Mountain’s Edge
Office
-
408
Bridges, Don H &
Mary Beth
1925
C3
Commercial
2,254
1
2,254
0
Bubbalou's Burgers
Retail
-
P a g e | 25
410 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
26 | P a g e
410
Pine Bluff Port
Terminal Inc.
1925
C3
Commercial
1,983
1
1,983
0
Stella Mae's
Retail
-
412-416
1930
C3
Mixed
Use/Warehouse
12,536
2
7,482
0
Jigglin' Georges,
Ginger's Popcorn,
All Things Natural
Retail
Vacant
Warehouse
-
418 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
418
418 Central LLC
1930
C3
Commercial
2,428
1
2,428
0
Duck Tours
Attraction
-
420-422
1930
C3
Mixed
Use/Warehouse
18,536
3
6,148
0
Puttin on the Glitz,
Bear Necessities
Retail
Vacant
Warehouse
Vacant
Warehouse
P a g e | 27
424 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
430 Central Avenue
28 | P a g e
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
424
Pine Bluff Port
Terminal, Inc
1893
C3
Mixed
Use/Bed&Breakfast
6,896
2
3,308
0
Springs Wear
Retail
Bed and Breakfast
Hospitality
-
430
Parking Surface
12,763
0
0
0
Parking lot
Parking
-
504 Central Avenue
510 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
504
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
510
Thrash, E M Inc
1960
C3
Commercial
8,554
1
Parking Surface
10,367
0
0
0
Parking Lot
Parking
-
0
0
Gangster Museum
Attraction
-
P a g e | 29
514 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
516 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
30 | P a g e
514
Tucker, Dr. Paul
Retirement Plan &
Trust, Tucker, R Paul
MD
1890
C3
Commercial
4,984
2
4,984
0
Histroric District
Antiques
Retail
Historic District
Antiques
Retail
-
516
Tucker, R Paul & S
Bernard
1890
C3
Mixed Use
4,272
2
2,136
2,136
Petals, Purses, Etc.
Retail
Resident
Residential
-
524 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
518-520
Fencal Properties LLC
1890
C3
Mixed Use
7,453
2
3,726
3,726
Vacant
Vacant
Vacant
Residential
-
524
Martin Marietta
Materials Inc
1934
C3
Office/Warehouse
22,178
3
7,606
0
Martin Marietta
Service
Vacant
Warehouse
Vacant
Warehouse
P a g e | 31
528 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
600 Central Avenue
32 | P a g e
528
HSR Block 87 LLC C/O
Greyhawke Capital
Advisors
1970
B3
Commercial
43,952
6
43,952
0
Vacant
Office
Vacant
Office
Vacant
Office
Street Number
600
Property Owner Landmark Holding LTD
Year Built
1923
PVA Grade
C2
Use
Mixed Use
5,350
Number of Floors
2
Commercial Square
2,675
Footage
Residential Square
2,675
Footage
Angel's Italian
1st Floor Business
Restaurant
Fl1 Business Type
Retail
Angel’s Italian
2nd Floor Occupant
Restaurant
Fl2 Business Type
Office
3rd Floor Occupant
Fl3 business type
-
610 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
620 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
610
Xu, Longhua & Chen,
Shunying
1904
C2
Mixed
Use/Warehouse
26,073
4
7,002
19,071
Fine Art Gallery, Vina
Morita
All Things Arkansas
Retail
Resident
Residential
Occupied
Residential
620
Nagin-Callahan Real
Estate Co
1920
C2
Mixed Use
28,796
3
14,398
4,319
US Post Office, Crystal
Springs Gallery
Government
Office
Government
Occupied
Residential
P a g e | 33
626 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
629 Central Ave
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
34 | P a g e
626
Maruther, Peggy Trust
1920
C3
Mixed
Use/Warehouse
4,860
2
2,430
0
Hot Springs Fine Arts
Center
Attraction
Vacant
Warehouse
-
605-629
Hot Springs, City of
1996
D4
Surface Lot
Parking Lot with Info
Center
-
Surface Lot – Central Ave
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Boykin, Karen M
Surface Lot
0
0
0
Parking Lot
Parking
-
700-702
Hessell, Debbie
Wheatley Trust
Wheatley Kenneth R
Trustee
1895
C3
Mixed
Use/Warehouse
3,108
2
1,530
0
Maxine's
Retail
Vacant
Warehouse
-
P a g e | 35
706 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
707 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
36 | P a g e
706
Let Industries Group
LTD
1895
C3
Mixed
Use/Warehouse
4,500
2
2,250
0
Oxy-Zen
Retail
Vacant
Warehouse
-
707
HKH Investments LLC
1925
C3
Mixed
Use/Warehouse
9,774
2
4,887
0
Five Star Dinner
Theatre
Attraction
-
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
709 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
708- 714
Seven Fourteen LLC
1925
C3
Mixed Use/Office
15,792
2
6,317
0
The Regency Banquet
Hall
Retail
The Regency Banquet
Hall
Assembly
-
709
Porterhouse Central
LLC
1925
C3
Commercial
12,382
2
12,382
0
Porterhouse
Retail
Porterhouse
Retail
P a g e | 37
711 Central Avenue
718 Central Avenue
38 | P a g e
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
711
711 Building LLC
1925
C3
Commercial
2,436
1
2,435
0
Copper Penny Pub
Retail
-
718
Kesterson, Stephen
1925
C3
Mixed Use
6,300
2
3,150
3,150
Vacant
Vacant
Resident
Residential
719 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
720 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
719
Gargano, Penelope A
1925
C3
Mixed
Use/Warehouse
20,640
2
8,256
0
Belle Arti
Retail
Belle Arti
Retail
-
720
Montgomery, John C
Jr & Cushing, Deborah
1925
C3
Commercial
3,560
1
3,560
0
Vacant
Vacant
-
P a g e | 39
721 Central Avenue
723 Central Avenue
40 | P a g e
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
721
Landmark Holding LTD
-
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
723
Landmark Holding LTD
1925
B3
Warehouse
17,983
7
Vacant
-
0
0
Vacant
Warehouse
Vacant
Warehouse
Vacant
Warehouse
724 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
726 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
724
American Art Gallery
and Gift LLC
1925
C3
Commercial
3,150
2
3,150
0
American Art Galley
Retail
American Art Gallery
Retail
-
726
Let Industries Group
LTD
1900
C3
Mixed
Use/Warehouse
3,150
2
1,640
0
Taylor Bellot Nature
Gallery
Retail
Vacant
Warehouse
-
P a g e | 41
728 Central Ave
800 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
728
Hot Springs, City of
Street Number
800
Palmer, Linda J Inter
Vivos TR
1904
C3
Mixed Use
6,711
2
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
42 | P a g e
Surface Lot
0
0
0
parking lot
Parking
-
4,362
2,349
Gallery Central, Linda
Palmer Art Gallery
Retail
Gallery
Retail
-
801 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
802 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
801
Rika Properties
1930
C3
Commercial
7,887
2
7,887
0
Subway, Picante's
Brickhouse Grill,
Steinhouse Kellar
Retail
Gary Morris Designs
Retail
802
Sharples, T D, JR &
Shirley
1920
C3
Mixed Use
5,905
3
1,951
3,902
Alison Parson's
Gallery
Retail
Resident
Residential
Vacant
Residential
P a g e | 43
804 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
44 | P a g e
804
Cadow, Robert E III &
Venetia L
1920
C3
Mixed Use/Office
6,040
2
3,520
0
Legacy Fine Arts
Retail
Vacant
Office
-
808-810
Chen Cu Properties,
LLC
1922
C3
Commercial
2,920
1
2,920
0
Christian Science
Reading Room, Star
Gallery
Retail
-
812 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
812
Gartenberg Fam Ltd
Prtshp 60% &
Gartenberg, Michael
W Rev TR 40%
Commercial
2
0
0
Townsend Gifts
Street Number
817-823
Property Owner Summit Properties LLC
Year Built
1946
PVA Grade
C3
Use
Commercial
9,182
Number of Floors
2
Commercial Square
9,182
Footage
Residential Square
0
Footage
1st Floor Business
Vacant
Fl1 Business Type
Vacant
2nd Floor Occupant
Vacant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
P a g e | 45
818 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
825 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
46 | P a g e
818
Loblolly Development
LLC
Surface Lot
0
0
0
Parking Lot
Parking
-
825
French, David
Markham & Melinda
1900
C3
Mixed
Use/Warehouse
6,660
3
2,210
0
Southern
Reprographics
Retail
Southern
Reprographics
Office
-
827 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
829 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
827
French, David
Markham & Melinda
1900
C3
Mixed Use/Office
4,414
2
2,189
0
Justus Fine Arts
Retail
Justus Fine Arts
Office
-
829
Central Rev Living
Trust
1908
C3
Commercial
2,195
1
2,195
0
John's Shoe Hospital
Retail
-
P a g e | 47
831 Central Avenue
Street Number
Property Owner
Year Built
PVA Grade
Use
Number of Floors
Commercial Square
Footage
Residential Square
Footage
1st Floor Business
Fl1 Business Type
2nd Floor Occupant
Fl2 Business Type
3rd Floor Occupant
Fl3 business type
833 Central Avenue
48 | P a g e
831
De Renouard, Eric &
Wanda
1925
C3
Mixed Use
4,806
2
2,403
2,403
Freedom United Salon
Retail
Resident
Residential
-
Street Number
833
Property Owner Summit Properties LLC
Year Built
1925
PVA Grade
C3
Mixed
Use
Use/Warehouse
6,396
Number of Floors
2
Commercial Square
3,198
Footage
Residential Square
0
Footage
1st Floor Business
Vacant
Fl1 Business Type
Vacant
2nd Floor Occupant
Vacant
Fl2 Business Type
Warehouse
3rd Floor Occupant
Fl3 business type
-
TABLE OF CONTENTS
TABLE OF CONTENTS ..................................................................................................................................... 2
I. EXECUTIVE SUMMARY ................................................................................................................................ 5
Introduction .............................................................................................................................................. 6
II. CURRENT BROADBAND ENVIRONMENT .................................................................................................... 7
What exactly is Broadband? ...................................................................................................................... 7
Who are the Key Policy Players? ............................................................................................................. 10
The Future of Broadband ........................................................................................................................ 11
III. BROADBAND ACCESS ASSESSMENT ........................................................................................................ 12
Mapping Broadband Availability.............................................................................................................. 13
Connect Arkansas .................................................................................................................................... 14
Garland County and Hot Springs Broadband Availability......................................................................... 16
IV. BROADBAND DEMAND ASSESSMENT..................................................................................................... 18
Residential Broadband Survey Highlights ................................................................................................ 18
Business Broadband Survey Highlights .................................................................................................... 19
V. BROADBAND DRIVEN ECONOMIC DEVELOPMENT.................................................................................. 20
Broadband for Economic Development .................................................................................................. 20
The Economic Case for Faster Speeds ..................................................................................................... 20
The Quality of Life Case for Faster Speeds .............................................................................................. 22
VI. COMMUNITY-LED BROADBAND ............................................................................................................. 24
Developing a Framework for Community Change ................................................................................... 24
VII. ENABLING ACTION & REMOVING BARRIERS ......................................................................................... 32
1. Strategies for Ensuring Access and Facilitating Utilization of Key Assets............................................. 33
2. Strategies for Streamlining Essential Local Processes ......................................................................... 44
3. Making Useful Information Accessible ................................................................................................ 45
VIII. COMMUNITY-DRIVEN WI-FI ................................................................................................................. 48
How to Create a Wi-Fi Zone .................................................................................................................... 48
Wi-Fi Zone Case Studies .......................................................................................................................... 52
IX. A DIGITALLY INCLUSIVE HOT SPRINGS .................................................................................................... 54
Who’s Offline? ......................................................................................................................................... 54
Arkansas Broadband Adoption ................................................................................................................ 57
Hot Springs Broadband Adoption ............................................................................................................ 58
Page |3
Starting a Broadband Adoption Program ................................................................................................ 59
X. FUNDING OPPORTUNITIES ...................................................................................................................... 64
1. U.S. Department of Agriculture Rural Development ........................................................................... 64
2. Federal Communications Commission ................................................................................................ 65
3. U.S. Economic Development Administration ...................................................................................... 68
4. U.S. Department of Housing and Urban Development........................................................................ 69
XI. RELEVANT ARKANSAS INITIATIVES .......................................................................................................... 70
Connect Arkansas .................................................................................................................................... 70
Arkansas Broadband Advisory Council .................................................................................................... 70
UAMS Center for Distance Health and Arkansas e-Link........................................................................... 70
Arkansas Research Education Optical Network (ARE-ON) ....................................................................... 71
Arkansas Public School Computer Network (APSCN-Department of Information Systems) ................... 71
FirstNet.................................................................................................................................................... 71
Appendix A: Glossary and Related Case Studies and Tools ......................................................................... 72
Relevant Organizations and Reports ....................................................................................................... 76
Appendix B: Broadband Inventory............................................................................................................... 77
Garland County Broadband Availability ................................................................................................... 77
Hot Springs Broadband Availability ......................................................................................................... 80
Appendix C: Residential Broadband Survey Results .................................................................................... 83
Appendix D: Business Broadband Survey Results ........................................................................................ 98
4|P a g e
I. EXECUTIVE SUMMARY
Thomas P. Miller and Associates (TPMA) has been commissioned by the West Central Arkansas Planning
and Development District and the Hot Springs Metro Partnerships to create the Hot Springs Comprehensive
Redevelopment Strategy. The goal of the Redevelopment Strategy is to provide strategy for future
economic development investments, strengthening the community’s competitiveness.
As part of the Redevelopment Strategy, TPMA developed this Strategy Guide for Accelerating Local
Broadband Supply and Demand. This Strategy Guide was designed to empower Hot Springs to take control
of the factors that shape their local broadband ecosystem, increase community knowledge and enable
informed action. The report emphasizes local participation, the identification and leveraging of local assets,
and a collaborative effort to accelerate local broadband supply and demand, led by the Hot Springs
Broadband Leadership Council.
While there is much regulatory activity for telecommunications and broadband networks at a federal level,
broadband truly is a local issue for communities, and local leaders have vital roles to play in promoting the
development of broadband. The infrastructure deployed in communities defines how their residents,
businesses, and anchors interact in the digital world. While there isn’t a standardized level at which
broadband service in a community is deemed “adequate,” the goal of community leaders should be to
ensure that residents and businesses have access to a connection that does not limit application, as well as
the skills to utilize the connection to derive value.
This Strategy Guide is designed to provide a comprehensive overview of the national and local broadband
ecosystem, and to provide strategy for the Hot Springs Broadband Leadership Council to move forward. It
is organized to provide insight into the following topics:

Broadband Access Assessment: overview of national, state, and local broadband availability.

Broadband Demand Assessment: highlights from residential and business broadband demand
surveys.

Community-Led Broadband: a framework for Hot Springs to take an active role in accelerating the
deployment of next generation networks.

Enabling Action and Removing Barriers: best practices for Hot Springs to facilitate private
investment in broadband deployment by optimizing local processes that impact deployment times
and costs.

Community-Driven Wi-Fi: guidelines and best practices for developing a Hot Springs Wi-Fi zone.

Building a Digitally Inclusive Hot Springs: guidelines and best practices for increasing broadband
adoption and creating a digitally inclusive Hot Springs.

Funding Opportunities: Guide to federal funding opportunities.
Page |5
Introduction
In the 1870s, the first railroad to Hot Springs brought visitors and economic rejuvenation to the
community’s faltering post-Civil War economy. In the 1930s, hydroelectric power improved quality of life
and turned the sleepy community into a tourism and gambling mecca. In the 1950s, Hot Springs residents
were connected to an interstate highway system that fueled jobs in high-tech manufacturing in Dallas and
logistics in Memphis. During the same time, telephony, radio, and television transformed the community,
and the country, unleashing new opportunities for innovators to create products and industries, new ways
for citizens to engage and acquire education, and a new foundation for job growth.
Throughout history, infrastructure networks have been platforms for significant economic, cultural, and
social transformation, overcoming distance and transcending the limitations of physical surroundings.
Today, high-speed internet is transforming the landscape more rapidly and more pervasively than earlier
infrastructure networks. Like railroads and highways, broadband accelerates the velocity of commerce,
reducing costs and distance. Like electricity, it creates a platform for Hot Springs’ creativity to lead in
developing better ways to solve old problems. Like telephony and broadcasting, it expands the community’s
ability to communicate, inform, and entertain.
Deploying broadband infrastructure, services, and applications, as well as supporting the universal adoption
and meaningful use of broadband, are challenging – but required – building blocks of a twenty first century
community. Broadband is not just a technology, it’s a platform for opportunity. For businesses, broadband
has become a driving force behind competitiveness, innovation, and efficiency. For a community,
affordable, available access to broadband means the difference between thriving and becoming obsolete.
But as with electricity and telephony, ubiquitous connections are means, not ends. It is what those
connections enable that matters. A broadband network can only create value when it is used to deliver
useful applications and content that enrich the user’s life, and in turn, the community. Thus, as broadband
becomes a prerequisite for community and economic development, communities without high-speed
broadband access or a population with the skills to utilize broadband-enabled technologies are becoming
increasingly isolated from the modern economy.
The consequences of the digital transformation will impact every community differently and may not be
uniformly positive. But the choice is not whether the transformation will continue. It will. The choice is
whether community leaders will understand this transformation in a way that allows them to make wise
decisions about how broadband can serve the public interest.
A glossary of broadband related terms is provided in Appendix A.
6|P a g e
II. CURRENT BROADBAND ENVIRONMENT
Realizing the importance of broadband to the development of our nation, the Federal government has
taken a significant role in creating public policy and funding programs to accelerate the development of
broadband and enhance existing infrastructure. Then- Chairman of the Federal Communications
Commission (FCC), Julius Genachowski, stated:
“Broadband is the indispensable infrastructure of the digital age – the 21st Century
equivalent of what canals, railroads, highways, the telephone, and electricity were for
previous generations.”1
In early 2009, Congress directed the FCC to develop a National Broadband Plan to ensure that every
American has access to broadband capability. Congress also required this plan to include a detailed strategy
for achieving affordability and maximize the use of broadband to advance “consumer welfare, civic
participation, public safety and homeland security, community development, health care delivery, energy
independence and efficiency, education, employee training, private sector investment, entrepreneurial
activity, job creation and economic growth, and other national purposes.”2 The following goals set out in
the National Broadband Plan apply specifically to expansion of these critical services in communities across
the country.




Goal Number 1: At least 100 million U.S. homes should have affordable access to actual download
speeds of at least 100 Megabits per second and actual upload speeds of at least 50 Megabits per
second, by 2020.
Goal Number 2: The United States should lead the world in mobile innovation, with the fastest and
most extensive wireless networks of any nation.
Goal Number 3: Every American should have affordable access to robust broadband service, and
the means and skills to subscribe if they so choose.
Goal Number 4: Every American community should have affordable access to at least 1 Gigabit per
second broadband service to anchor
What exactly is Broadband?
When you connect to the internet, you’re almost certainly using a form of broadband connection.
Broadband internet access, referred to as just “broadband” or high-speed internet, refers to internet access
technology which a wide band of frequencies is available to transmit information. Because the band is
“broadband,” information can be concurrently sent on different frequencies or channels within the band,
allowing for more information to be transmitted in a given time. It can be useful to envision narrowband as
a single lane road, and broadband as an ever-expanding, multi-lane highway. Internet services providers
can provide broadband internet access via regular copper wire (Digital Subscriber Line), coaxial cable (cable
internet), fiber optic, or satellite.



1
2
Broadband is measured in bits per second.
Broadband speed refers the how fast a user can download and upload files.
Download is the speed, measured in bits, that your computer receives data.
https://apps.fcc.gov/edocs_public/attachmatch/DOC-297733A1.txt
http://www.broadband.gov/plan/executive-summary
Page |7

Upload is the speed that your computer sends data.
As internet technology has improved over the past several years, the definition of what constitutes
“broadband internet” has also changed. In 1999, the FCC defined advanced telecommunications capability
to include 200 kilobits per second (Kbps) upload and download. In 2009, Arkansas Act 947 defined
broadband as any service used to provide internet access at a minimum speed that is greater than 768 Kbps
in at least one direction, or the minimum speed for broadband as defined by regulations of the FCC as of
January 1, 2009, or as of a later date if adopted by rule of the Arkansas Broadband Advisory Council.3
In 2010, the FCC established a benchmark of 4 megabits per second (Mbps) download and 1 Mbps upload
to define broadband. However, trends in deployment and adoption, the speeds that providers are offering
today, and the speeds required to use high-quality video, data, voice, and other broadband applications led
the FCC to update the definition of broadband in 2015 to download speeds of at least 25 Mbps and actual
upload speeds of at least 3 Mbps.4
What are the Types of Broadband Transmission Technologies?
Broadband is deployed throughout communities as wired and wireless infrastructure that carries digital
signal between end users and the content they want to access. Broadband infrastructure consists of the
backbone, the middle mile, and the last mile. The backbone consists of very large capacity fiber-optic trunks
that enable local and regional networks to connect with for long distance data transmission. The middlemile links the backbone to the Internet Service Provider’s (ISP) core network or telecommunications
exchange. The last-mile is the local infrastructure that brings the connection to residents’ homes and
businesses. Robust local infrastructure results in faster, more reliable access to content. Conversely, local
infrastructure that is aging and built on older technologies results in slower, less reliable, access to content.
Broadband includes several last-mile transmission technologies:
3
4
8|P a g e

Cable Modem services transmit data through the same coaxial cables that generate pictures and
sound from a TV. Speeds commonly vary from 6 – 30 Mbps download and 1 – 3 Mbps upload on
standard tiers, but can reach gigabit speeds. Cable networks are shared, meaning actual speeds
vary due to congestion.

DSL (or digital subscriber line) transmits data faster over traditional copper telephone lines already
installed to homes and businesses. Common DSL downstream speeds are .5 to 6 Mbps, though
they can get up to 40 for people living very close the equipment that generates the signal.

Wireless Internet can be mobile or fixed. Fixed wireless broadband utilizes transmission towers that
communicate between a base station tower and many subscribers (one-to-many). Fixed wireless
services generally support between 1 and 10 Mbps of bandwidth. Mobile broadband wireless, on
the other hand, is a type of high-speed Internet access that lets you use 4G LTE mobile broadband
data-only devices (i.e., tablets and notebooks) on a carrier’s LTE cellular network.

Satellite broadband, another form of wireless broadband, is useful for serving remote or sparsely
populated areas. Downstream and upstream speeds for satellite broadband depend on several
http://www.arkleg.state.ar.us/assembly/2009/R/Acts/Act947.pdf
https://apps.fcc.gov/edocs_public/attachmatch/FCC-15-10A1.pdf
factors, including the provider and service package purchased, the consumer's line of sight to the
orbiting satellite, and the weather. Speeds may be slower than DSL and cable modem.

Fiber-optic technology converts broadband data signals to light and sends the light through
transparent glass fibers about the diameter of a human hair. Fiber transmits data at speeds far
exceeding current DSL or cable modem speeds, typically by tens or even hundreds of Mbps. Fiberoptic-networks are reliable, resilient, and use technology that offers nearly unlimited expansion.
Actual speeds are always dependent on the services provisioned by the service provider who
operates the system however, speeds generally range from 10Mbps to 100Gbps. Variations of the
technology run the fiber all the way to the customer’s home or business, to the curb outside, or to
a location somewhere between the provider’s facilities and the customer.
What are the Advantages of Fiber over Copper/Coaxial Technologies?
The majority of America’s broadband infrastructure still utilizes copper-based media (twisted-pair copper
telephone and coaxial cable television lines) to transmit information from a user to the internet. Most of
this infrastructure was installed years ago but in many areas of the country, it is still being installed in new
communities today. As time has progressed, broadband providers have continued to upgrade equipment
in their networks to make these lines faster and more reliable, however; several fundamental issues exist
with underlying copper infrastructure:
1. Broadband signals degrade significantly as distances increase in copper-based networks.
2. Broadband signals are susceptible to electrical interference and signal degradation in copper-based
networks, particularly as they depreciate.
3. Copper-based networks delivering broadband services generally utilize shared bandwidth among
pools of users which results in an uneven distribution of speed to these users.
Even with technological advances, copper cables will not be able to live up to customer requirements. This
is why communications carriers and cable operators are deploying fiber to replace large portions of their
copper networks, and on an increasingly larger scale. Fiber optics is one of the few technologies that can
legitimately be referred to as “future-proof,” meaning that they will be able to provide customers with
larger, better and faster service offerings as demand grows.
Fiber networks have significant bandwidth advantages: a single copper pair conductor can carry six phone
calls whereas a single fiber pair can carry more than a million phone calls simultaneously over a much longer
distance. Thus, fiber optic transmission speeds exceed DSL or cable modem speeds by a significant order
of magnitude; residential fiber networks typically offer speeds of 50 to 100 Mbps, but fiber speeds of up to
1 terabit per second (Tbps) have been demonstrated. For example, Google has recently rolled out its Fiber
program in select US cities (e.g. Atlanta, Austin and Kansas City); Google’s fiber network boasts symmetrical
speeds of up to 1Gbps, which is roughly 30 times faster than the national broadband speed average of
33.2Mbps, according to networks benchmarking company Ookla.5
Fiber optic technology has been used for decades to transmit large amounts of data internationally; the
first submarine fiber optic cable, known as TAT-8, was laid down in 1988. Moreover, internet backbone
companies such as Cogent Communications and Level 3 have relied on fiber optic technology for years to
transmit data quickly and efficiently between major ISPs and content servers. However, fiber optics has
5
http://www.ookla.com/
Page |9
only recently been rolled out to the residential internet market, with Verizon launching its well-known FIOS
service in 2005. Over the next five years, traditional telecommunications providers will continue to deploy
and expand fiber networks for residential customers, moving toward bundled fiber broadband services that
include bundled voice, internet, and video services.6
Is Fiber Better than Wireless Technologies?
Fiber and wireless are frequently posited as competing technologies, a common—but inaccurate—
perception. Neither can replace nor compete with the other; rather, these technologies inherently enhance
and complement each other. Wireless delivers mobility and fiber delivers capacity and speed. In addition,
wireless needs fiber: for purposes of reliability and speed, a wireless network requires a robust fiber optic
core backbone that connects it to core resources, to the Internet, and to other public networks. High
wireless performance depends on backhaul over a core fiber network and, correspondingly, a wireless
network will deliver poor performance if backhaul is inadequate, regardless of the quality of the wireless
network itself.
Each network technology has its own distinct advantages and challenges, but fiber is a more flexible, futureproof, and capable technology—and a far less risky investment.
Wireless networks provide mobility and flexibility. Wireless holds a benefit with respect to speed to
deployment and flexibility. However, there are significant challenges in providing effective wireless service.
Design limitations such as power levels, spectrum availability, and required data capacity require that
individual antennas or base stations serve limited areas, such as one mile or less. The challenge of deploying
and managing wireless is also complicated if unlicensed frequencies are used for such technologies as WiFi.
Further, when a wireless provider needs to migrate to a more advanced technology platform, it may need
to re-engineer and redesign its entire system.
Fiber networks hold the advantage in capacity, robustness, and security. Fiber provides almost unlimited
capacity. Each single fiber optic strand is theoretically able to duplicate the entire electromagnetic
spectrum available to all wireless users. In a practical sense, the capacity limit is imposed by the capability
of the electronics connected to the fiber. Further, capacity is constantly increasing as technology improves.
Fiber has a life of decades, assuming adequate maintenance, and it can cost-effectively and simply be scaled
to dramatically higher speeds as new electronics become available.
Who are the Key Policy Players?
At the federal level, the Federal Communications Commission (FCC) is the agency charged with regulating
inter-state and international communications by radio, television, wire, satellite and cable in all 50 states,
the District of Columbia and U.S. territories. The independent U.S. government agency is directed by five
commissioners, appointed by the President and confirmed by Congress. The Commission is the United
States' primary authority for communications law, regulation and technological innovation.
According to the Telecommunications Act of 1996, section 706, the FCC has the authorization to determine
whether broadband internet is being “deployed to all Americans in a reasonable and timely fashion.”7
Through this act, the FCC has the ability to define advanced telecommunications capability benchmarks, as
6
7
10 | P a g e
Internet Service Providers in the US March 2015. Ibis World. Ibrahim Yucel.
http://www.cybertelecom.org/broadband/706.htm
well as to propose and enforce action to accelerate broadband deployment by removing barriers to
infrastructure investment and by promoting competition in the telecommunications market.
In addition to the FCC, the National Telecommunications and Information Administration (NTIA), located
within the US Department of Commerce, is responsible for advising the President on telecommunications
and information policy issues. The NTIA’s programs and policymaking is focused largely on expanding
broadband internet access and adoption, expanding the use of spectrum by all users, and ensuring that the
Internet remains an engine for continued innovation and economic growth. The NTIA also maintains a
national broadband map, which updates data on availability, speed and location of broadband services
twice a year with the intent to assist state broadband initiatives in planning.8
Locally, in 2005, Arkansas lawmakers, state agency leaders, and others created the Arkansas Broadband
Initiative to formalize discussions on connectivity and advocate for high-speed internet access for every
home and business. The Connect Arkansas Broadband Act (Act 604) was signed into law by Arkansas
Governor Mike Beebe on March 28, 2007, with the goal of improving personal lives and creating economic
opportunity for Arkansans.9 The Act created Connect Arkansas, a project of the Arkansas Capital
Corporation Group (ACCG), a private, nonprofit corporation dedicated to increasing high-speed Internet
subscription and improving and sustaining Internet adoption throughout Arkansas.
Act 604 of 2007 states that Connect Arkansas’s mission is to “prepare the people and businesses of
Arkansas to secure the economic, educational, health, social, and other benefits available via broadband
use.”10 Connect Arkansas was supported by two federal American Recovery and Reinvestment Act (ARRA)
grants, several grants from other sources and most recently two state grants through the Arkansas Science
and Technology Authority and the Arkansas Economic Development Commission. Connect Arkansas did not
receive funding in the 2015 legislative session and will be closing operations effective June 30, 2015.11
In 2013, Arkansas Act 1168 designated the director of the Arkansas Department of Information Systems
(DIS) to serve as the state broadband manager to promote, develop, and coordinate broadband expansion
and appropriate broadband infrastructure for all areas of the state.12 DIS employs information technology
professionals specializing in data center and hosting; management of the state network; cyber security,
continuity of operations and disaster recovery, desktop support, cloud services, database administration,
project management, applications management and development and other core facets of technology.13
The Future of Broadband
According to the United States Telecom Association, internet service providers (ISPs) have already invested
more than $1.3 trillion in national internet and network infrastructure since 1996, with an estimated $75.0
billion in capital investments in 2013 alone (latest data available).14 Total monthly internet traffic volume,
which has more than quadrupled over the past five years, is expected to continue growing unabated in the
8
http://www.broadbandmap.gov/
ftp://www.arkleg.state.ar.us/acts/2007/public/ACT604.pdf
10
Ibid.
11
http://www.arkleg.state.ar.us/assembly/2013/2013R/Acts/Act1168.pdf
12
http://www.arkleg.state.ar.us/assembly/2013/2013R/Acts/Act1168.pdf
13
http://www.arkansas.gov/dis/newsroom/index.php?do:newsDetail=1&news_id=154
14
http://www.ustelecom.org/blog/broadband-investment-surged-2013
9
P a g e | 11
coming years, rising at an annualized 18.2% over the five years to 2020.15 Strong and sustained demand for
faster demand for faster and more reliable internet connectivity will require (ISPs) to continually invest in
new internet infrastructure to take advantage of this trend and to fulfill the ever-rising needs of their
consumers.
Cisco is known in the industry as providing objective academic quality analyses on topics related to the
Internet through its “white papers”. The 2015 Cisco White Paper “The Zettabyte Era – Trends and Analysis”
provides very useful high level projections regarding internet traffic as follows16:

Global IP traffic has increased fivefold over the past five years, and will increase threefold over the
next five years. Overall, IP traffic will grow at a compound annual growth rate (CAGR) of 23 percent
from 2014 to 2019.

Two-thirds of all IP traffic will originate with non-PC devices by 2019. In 2014, only 40 percent of
total IP traffic originated with non-PC devices, but by 2019 the non-PC share of total IP traffic will
grow to 67 percent. PC-originated traffic will grow at a CAGR of 9 percent, and TVs, tablets,
smartphones, and machine-to-machine (M2M) modules will have traffic growth rates of 17
percent, 65 percent, 62 percent, and 71 percent respectively.

Traffic from wireless and mobile devices will exceed traffic from wired devices by 2016. By 2016,
wired devices will account for 47 percent of IP traffic, and Wi-Fi and mobile devices will account
for 53 percent of IP traffic. In 2014, wired devices accounted for the majority of IP traffic, at 54
percent.

Global Internet traffic in 2019 will be equivalent to 66 times the volume of the entire global Internet
in 2005. Globally, Internet traffic will reach 37 gigabytes (GB) per capita by 2019, up from 15.5 GB
per capita in 2014.

The number of devices connected to IP networks will be more than three times the global population
by 2019. There will be more than three networked devices per capita by 2019, up from nearly two
networked devices per capita in 2014. Accelerated in part by the increase in devices and the
capabilities of those devices, IP traffic per capita will reach 22 GB per capita by 2019, up from 8 GB
per capita in 2014.

Broadband speeds will more than double by 2019. By 2019, global fixed broadband speeds will reach
42.5 Mbps, up from 20.3 Mbps in 2014.
III. BROADBAND ACCESS ASSESSMENT
As required by section 706 of the Telecommunications Act of 1996, the FCC produces annual progress
reports to evaluate “whether advanced telecommunications capability is being deployed to all Americans
in a reasonable and timely fashion.”17The FCC’s 2015 Broadband Progress Report found that 55 million
15
Internet Service Providers in the US March 2015. Ibis World.
http://www.cisco.com/c/en/us/solutions/collateral/service-provider/visual-networking-indexvni/VNI_Hyperconnectivity_WP.html
17
https://www.fcc.gov/document/fcc-finds-us-broadband-deployment-not-keeping-pace-0
16
12 | P a g e
Americans – 17 percent of the population – lack access to broadband, as defined as speeds of at least 25
Mbps download and 3 Mbps upload service.18 Key findings include the following:

17 percent of all Americans (55 million people) lack access to 25 Mbps/3 Mbps service.

53 percent of rural Americans (22 million people) lack access to 25 Mbps/3 Mbps.
o
By contrast, only 8 percent of urban Americans lack access to 25 Mbps/3 Mbps broadband.
o
Rural America continues to be underserved at all speeds: 20 percent lack access even to
service at 4 Mbps/1 Mbps, down only 1 percent from 2011, and 31 percent lack access to 10
Mbps/1 Mbps, down only 4 percent from 2011.

Overall, the gap in availability of broadband at 25/3 closed by only 3 percentage points last year, from
20% lacking access in 2012 to 17% in 2013

Overall, the broadband availability gap closed by only 3 percent last year in 2014.

Americans living in rural and urban areas adopt broadband at similar rates where 25 Mbps/ 3 Mbps
service is available, 28 percent in rural areas and 30 percent in urban areas.

Approximately 35 percent of schools lack access to fiber, and thus likely lack access to broadband at
the Commission’s shorter term benchmark (adopted in its July 2014 E-rate Modernization Order) of
100 Mbps per 1,000 users, and even fewer have access at the long term goal of 1 Gbps per 1,000 users.
Mapping Broadband Availability
In 2009, in the Recovery Act, Congress directed NTIA through the State Broadband Initiative program to
collect more robust data about broadband deployment and create a National Broadband Map, “a
comprehensive nationwide inventory map of existing broadband service capability and availability.”19 NTIA
awarded approximately $167 million to 56 grantees, one to each of the 50 states, 5 territories, and the
District of Columbia, or their designees, fund five years of state-led efforts to semiannually collect data on
the availability, speed, and location of broadband services, as well as the broadband services used by
community anchor institutions, such as schools, libraries and hospitals. 20
The National Broadband Map has become a vital tool for consumers, businesses, policy makers and
researchers by providing an easy to use and searchable way to find out who is offering broadband, what
types of broadband they are offering and where are they providing it. The National Broadband Map’s final
update was released in March 2015 with data current as of June 30, 2014.21
18
https://www.fcc.gov/reports/2015-broadband-progress-report
American Recovery and Reinvestment Act of 2009, § 6001(l), Pub. L. No. 111-5, 123 Stat. 115 (2009) (Recovery
Act).
20
http://www2.ntia.doc.gov/sbdd
21
http://www.broadbandmap.gov/blog/3328/national-broadband-map-has-helped-chart-broadband-evolution/
19
P a g e | 13
Connect Arkansas
Connect Arkansas was responsible for broadband data collection, integration, and validation in Arkansas
under the State Broadband Initiative. In its 2015 Broadband Progress Report, the FCC reported that 41% of
Arkansas’ population had access to fixed broadband services of at least 25 Mbps download and 3 Mbps
upload, compared to 17% of the total U.S. population. However, the same data indicated that 0% of Garland
County’s population had access to fixed broadband services of at least 25 Mbps download and 3 Mbps
upload.22
Connect Arkansas’ tenth and final data collection under the NTIA’s State Broadband Initiative, submitted in
fall 2014, featured data from 77 of the 84 identified Arkansas ISPs. The submission also included Community
Anchor data including law enforcement, fire departments, and hospitals to determine connectivity.
Wireline Availability – Percent of Population Served
While 86.9% of Arkansas residents have access to basic wired broadband download speeds of 3 Mbps and
768 Kbps (the speed tier at which NTIA collected data and was most closely aligned with the FCC’s 2010
goal of 4 Mbps download and 1 Mbps upload), only 58.5% of Arkansas residents have access to broadband
download speeds of 25 Mbps (2015 goal).
22
14 | P a g e
https://apps.fcc.gov/edocs_public/attachmatch/DOC-331734A1.pdf
Arkansas
Speed
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
Wireline
Download
N/A
N/A
89.1%
85.7%
81.4%
58.5%
56.9%
36.6%
2.3%
Wireline
Upload
88.4%
67.4%
48.9%
39.6%
39.0%
3.9%
3.7%
3.7%
2.3%
Wireless Availability – Percent of Population Served
99.7% Arkansas residents have access to basic wireless broadband speeds of 3 Mbps download and 768
Kbps upload. However, 0% have access to wireless speeds of 25 Mbps download or upload.
Arkansas
Speed
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
Wireless
Download
N/A
N/A
99.7%
98.0%
98.0%
0.0%
0.0%
0.0%
0.0%
Wireless
Upload
99.7%
99.7%
98.0%
33.5%
0.0%
0.0%
0.0%
0.0%
0.0%
Technology Platforms Available – Percent of Population Served
As of the 2014 data submission, nearly 7% of Arkansas residents had access to fiber broadband. In
comparison, 25.4% of total U.S. households have access to fiber broadband.
Technology
Arkansas
DSL
Fiber
Cable
Wireless
Other
87.7%
6.6%
74.8%
99.8%
0.0%
P a g e | 15
Competition – Percent of Population Served
More than two-thirds of Arkansas residents have at least two wired ISP options available to them.
Arkansas
ISP Options
0
1
2
3
4
5
6
7
8
Wireline
Wireless
4.9%
20.9%
68.3%
5.8%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
14.0%
26.2%
19.7%
34.6%
4.0%
1.0%
0.4%
Garland County and Hot Springs Broadband Availability
The latest available data from Connect Arkansas’ 2014 data submission is provided below. More
information, including provider-specific data, is available in Appendix B.
Wireline Availability – Percent of Population Served
88.4% of Garland County’s population is served by wireline technology at a basic broadband speed of 3
Mbps download and 768 Kbps upload, compared to 100% of Hot Springs’ population.
Garland County
Speed
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
Wireline
Download
N/A
N/A
89.5%
88.6%
87.5%
0.9%
0.0%
0.0%
0.0%
Wireline
Upload
88.4%
7.9%
0.9%
0.9%
0.0%
0.0%
0.0%
0.0%
0.0%
Hot Springs
Wireline
Download
N/A
N/A
100.0%
100.0%
100.0%
0.0%
0.0%
0.0%
0.0%
Wireline
Upload
100.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Wireless Availability – Percent of Population Served
100.0% of both the populations of Garland County and Hot Springs are served by wireless technology at a
basic broadband speed of 3 Mbps download and 768 Kbps upload.
16 | P a g e
Garland County
Speed
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
Wireless
Download
N/A
N/A
100.0%
98.6%
98.6%
0.0%
0.0%
0.0%
0.0%
Wireless
Upload
100.0%
100.0%
98.6%
87.4%
0.0%
0.0%
0.0%
0.0%
0.0%
Hot Springs
Wireless
Download
Wireless
Upload
N/A
N/A
100.0%
100.0%
100.0%
0.0%
0.0%
0.0%
0.0%
100.0%
100.0%
100.0%
99.8%
0.0%
0.0%
0.0%
0.0%
0.0%
Technology Platforms Available – Percent of Population Served
Technology
DSL
Fiber
Cable
Wireless
Other
Garland County
Hot Springs
86.9%
0.0%
86.2%
100.0%
0.0%
99.9%
0.0%
100.0%
100.0%
0.0%
Competition – Percent of Population Served
Garland County
ISP Options
0
1
2
3
4
5
6
Hot Springs
Wireline
Wireless
Wireline
Wireless
7.1%
9.1%
83.8%
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
1.0%
1.5%
5.0%
92.2%
0.3%
0.0%
0.1%
99.9%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.1%
99.9%
0.0%
P a g e | 17
IV. BROADBAND DEMAND ASSESSMENT
Measuring public opinion of and needs for broadband provides insight into the types of action needed to
improve access and adoption in the community. Surveying is an effective tool for measuring perception,
current use, and demand for broadband. TPMA conducted an online survey of residents and businesses
regarding broadband uses and needs. Please see Appendix C and D for tables which depict survey results
for each question. 149 residents and 113 businesses took the time to respond to the survey and these
responses are beneficial to broadband planning for the Hot Springs community.
As you review the results, please keep in mind that survey participants were self-selected, and the sample
is not representative of the entire community.
Residential Broadband Survey Highlights
Among the 149 residential respondents, the vast majority subscribed to internet service at home (89.9%).
Among those who subscribed to internet service at home, 45.6% reported subscribing to cable, while 21.4%
indicated a home DSL connection. The average download speed reported was 16.3 Mbps and the average
upload speed reported was 6.4 Mbps. One-third of respondents (33.6%) reported that children under the
age of 18 lived in their home, and the ages of respondents were fairly evenly distributed; 51.1% were
between the ages of 18 and 44, and 47.7 were 45 or older (1.3% preferred not to answer). Appendix C
features tables which depict survey results for each question. Additional highlights include:
18 | P a g e

42.7% of respondents claim to occasionally experience difficulty completing school or work
assignments due to internet accessibility, and 24.3% of respondents report that it occurs “often.”

Nearly two-thirds of respondents (63.5%) claim that the actual broadband speeds that their home
receives is slower than what is advertised by their ISP.

Two-thirds of respondents (65.6%) report that they are unsatisfied with their current internet
service provider, including 17.7% who reported being “very unsatisfied.” Conversely, only 3.1% of
respondents reported being “very satisfied” with their service.

86.5% of respondents reported being dissatisfied with competition, or the number of service
providers, including 61.1% being “very dissatisfied.”

97.0% of respondents reported that would be likely to subscribe to faster broadband speeds if they
were available, including 39.8% who reported that they would “definitely” subscribe to faster
speeds if they were available.

22.9% of respondents reported that the availability of broadband impacted their decision to
rent/purchase their current home in Hot Springs.

53.7% of respondents reported that they would be willing to pay more for a home that had access
to high-speed a high-speed broadband connection (i.e. a fiber to the home connection).

90.6% of respondents reported that they believed Hot Springs would benefit economically from
increased broadband access and speeds.

20% of respondents reported that the lack of adequate Wi-Fi downtown served as a deterrent for
visiting the area.

56.3% of respondents reported that they did not believe that businesses in downtown Hot Springs
were successfully leveraging the internet and related technologies to boost business.

Nearly one-third of respondents (31.3%) were aware of public resources for digital literacy training
in Hot Springs and 38.5% of respondents would be interested in attending free digital literacy
training classes if they were offered.
Business Broadband Survey Highlights
Out of 113 business respondents, nearly one-half (45.0%) had been in business for 25 years or more, nearly
one-third (32.2%) identified as belonging to the professional services sector (legal, engineering, financial,
etc.), and most respondents (51.7%) were small businesses with 10 or fewer employees, although 10.0%
of respondents reported employing over 100 employees. 40.5% of respondents reported that they connect
to the internet via a cable modem, 16.2% connect via DSL, and 9.5% connect via a fiber connection. Among
respondents, 79.7% of respondents reported that their internet service is essential to their business and
24.3% indicated that they would “definitely” sign up for faster speeds, if it were available. Appendix D
features tables which depict survey results for each question. Additional highlights include

83.8% of respondents have a website, and 52.7% are used for e-commerce.

48.5% of respondents indicated that the actual broadband speeds that their business received
were slower than advertised.

25.7% of respondents report that their speeds are fairly slow and that they would like to be
connected at higher speeds.

30.0% of respondents report that their download speed was either fairly or very slow and would
like to be connected at higher speeds, and 41.4% of respondents reported the same for their
upload speeds.

The vast majority of respondents reported that their business internet connection was reliable,
with one-third (33.8%) reporting that their service was “very reliable.”

45.1% of respondents reported that slow internet speeds “occasionally” make it difficult to do
business or work and 40.8% reported that they had “occasionally” experienced issues with their
internet service provider that had a negative impact on their business, although 40.8% also said
that this “very rarely” occurred.

20.3% of respondents reported that their need for additional bandwidth could motivate them to
relocate their business to a location that had higher-speed broadband available.

24.3% of respondents report that they would “definitely” sign up for faster speeds, if it were
available.

Nearly one-third of respondents (32.3%) report experiencing problems finding new employees
with adequate knowledge to use a computer and access the internet for business purposes.

62.1% of respondents offer training to employees to learn new software and/or computer
programs.
P a g e | 19
V. BROADBAND DRIVEN ECONOMIC DEVELOPMENT
High-speed broadband service is a key economic development tool to attract, grow, and retain businesses
in the Hot Springs community.
Broadband for Economic Development
According to the U.S. Economic Development Administration, economic development
“Creates the conditions for economic growth and improved quality of life by expanding the capacity
of individuals, firms, and communities to maximize the use of their talents and skills to support
innovation, lower transaction costs, and responsibly produce and trade valuable goods and
services. Economic development requires effective, collaborative institutions focused on advancing
mutual gain for the public and the private sector.”23
Although the availability of advanced broadband networks is only one among many tools for economic
development and only one of several factors an entity takes into account in deciding whether to move to
or remain in a particular community, a growing body of research indicates that broadband availability and
affordability is now a significant factor for business, putting it on par with transportation infrastructure and
a skilled local workforce.24 For example, according to a 2011 survey of building owners and property
managers, broadband access is one of the most important decision factors for commercial real estate
siting—after price, parking, and location.25 Similarly, a national survey found that 77 percent of economic
development professionals believe that to attract a new business, a community must have broadband of
at least 100 Mbps.26
Though broadband is a central part of any package to attract or retain businesses, it does not in and of itself
guarantee success in economic development – nor did rail or highway access in previous centuries. Rather,
communities where there is an absence of sufficient broadband service will be at a significant disadvantage
for attracting and retaining business and will likely have difficulty encouraging the development of new
local businesses.
The Economic Case for Faster Speeds
Given the relatively recent emergence of fiber networks, there is not yet a large enough database to
support statistically rigorous statements about the relationship between high-bandwidth broadband
connectivity and economic development.27 However, Infrastructure investment, job creation,
entrepreneurship, and companies relocating or expanding to cities all link investments in broadband
networks to improved economic performance.28
23
http://www.eda.gov/
http://bbpmag.com/2012mags/march-april/BBC_Mar12_ProvingLink.pdf ; also see:
http://bbcmag.epubxp.com/i/81102-aug-sep-2012/16
25
http://business.comcast.com/docs/default-source/press-releases/propmgr2011_10_26_comcast_survey_news_and_links.pdf?sfvrsn=0
26
http://cjspeaks.com/wp/wp-content/uploads/2014/04/IEDC-2014-report.pdf
27
http://www.bbpmag.com/MuniPortal/EditorsChoice/1114editorschoice.php
28
http://www.nytimes.com/2014/03/13/business/smallbusiness/supporting-start-ups-with-advice-connections-andcaffeine.html?_r=0 ; http://archive.wbir.com/rss/article/197475/2/Chattanooga-fiber-attracts-Knoxville-business
24
20 | P a g e
A series of studies conducted at the Chalmers University of Technology in Gothenburg, Sweden, specifically
addressed the effects of broadband speed. In their first report, published in 2011, the researchers
concluded that increases in broadband speeds contributed significantly to economic growth.29 In a report
published in 2013, the same researchers concluded that, in developed countries, the threshold level for
broadband to have any impact on household income was 2 Mbps; gaining 4 Mbps of broadband increased
household income by $2,100 per year.30 Given that fiber networks are capable of nearly unlimited speed,
it appears that their potential economic impact is higher than that for lower-capacity broadband.
A recent study commissioned by the Fiber to the Home Council Americas compared economic activity in
14 metropolitan statistical areas (MSAs) in which gigabit-speed connectivity was widely available (to more
to than 50 percent of the households) with economic activity in 41 similarly sized MSAs in the same states
in which gigabit speeds were not available. According to the study’s investigators, “our model suggests that
for the MSAs with widely available gigabit services, the per capita GDP is approximately 1.1 percent higher
than in MSAs with little or no availability of gigabit services. These results suggest that the 14 gigabit
broadband communities in our study enjoyed approximately $1.4 billion in additional GDP when gigabit
broadband became widely available.”31 Although this study focuses on “early evidence” and is far from
conclusive, it is consistent with the field experience of many communities.
In addition, a rapidly growing body of evidence confirms that, at least in some localities, advanced
broadband networks can indeed spur economic development and create jobs. Below are a few of the many
projects across the country that are using advanced broadband capabilities to support economic
development. The common thread is that economic development officials are working closely with existing
and potential employers to identify, understand and meet their needs for advanced communications
capabilities.
Cedar Falls, IA
In the 1990s, Cedar Falls Utilities built a citywide municipal hybrid fiber-coaxial network and provided fiber
connections to commercial and industrial customers in both the city and the industrial park.32 Over the
years, Cedar Falls watched businesses from neighboring towns relocate to the area, in part because of the
need for more bandwidth and greater Internet capabilities.33 Jim Krieg, general manager of Cedar Falls
Utilities, noted the growth fiber optics had generated: “Twenty years ago, [Cedar Falls] had 27 businesses
and $5 million in taxable valuation; today, there are 160 businesses and $270 million in valuation.”34
Mesa, AR
In the early 2000s, Mesa started placing conduit in its rights-of-way during capital construction projects
and any other time a road was open.35 The city built a critical mass of conduit and fiber over a decade and
29
http://www.ericsson.com/news/1550083
http://www.ericsson.com/res/thecompany/docs/corporate-responsibility/2013/impact-of-broadband-speed-onhousehold-income.pdf
31
http://www.analysisgroup.com/uploadedfiles/content/insights/publishing/gigabit_broadband_sosa.pdf
32
http://muninetworks.org/sites/www.muninetworks.org/files/kelley-cfu.pdf
33
https://net.educause.edu/ir/library/pdf/EPO0801.pdf
34
http://wcfcourier.com/news/local/govt-and-politics/branstad-in-cedar-falls-to-discussbroadband/article_e97a3e2b-4892-52d3-b60f-43166108e500.html
35
http://www.ctcnet.us/wp-content/uploads/2014/01/GigabitCommunities.pdf
30
P a g e | 21
a half, and it partners actively with private entities seeking access to conduit and fiber. Apple located a
silicon research lab in Mesa, and the city credits the direct fiber connection to that facility as a significant
part of the inducement for Apple and other entities to locate in Mesa.36
Pulaski, TN
Pulaski Electric System’s PES Energize, the fiber-to-the-home provider, started serving the city of Pulaski in
2007. Since then, local economic development leadership has begun marketing PES’ services to nearby
Huntsville, AL, which is home to a large number of defense and space industries. Before PES built its
network, the community had never attempted to approach the defense or aerospace companies because
it had little to offer that met their special needs. The FTTH network has allowed several existing industries
to receive superior service at much lower prices. The system has become a focus of community pride and
an example of the community’s willingness to invest in the future.37
Auburn, IN
Auburn went with fiber in 2005 when Cooper Industries, a Fortune 200 company whose global data
operations were located in Auburn, Ind., was at a crossroads – it had to either expand its Auburn facility or
relocate. The company’s most critical requirement was for fast, resilient and reliable broadband. Auburn
Essential Services, a municipal broadband provider, worked with Cooper to craft a business class broadband
service and thereby preserve $7 million in annual payroll for the community.38 In addition, the city has
retained a number of Internet-dependent, small but growing businesses.
The Quality of Life Case for Faster Speeds
In general, access to utilities makes private property more valuable, and fiber-to-the-home is among the
utilities that owners and renters particularly value. Fiber connections make single family homes easier to
sell and multiple dwelling units easier to rent – in fact, according to a recent survey by RVA LLC, buyers of
houses and condominiums are willing to pay a 3 percent premium for a fiber-connected home, and renters
are willing to pay an 8 percent premium.39
In fact, a 2015 report written by researchers from the University of Colorado at Boulder and Carnegie
Mellon University found that single-family homes in areas where gigabit fiber services are available have a
median value that is 3.1% higher than homes without fiber.40 When evaluated at the sample median house
price of $175,000, the research suggests that access to fiber may be associated with about a $5,437
increase in the typical home’s value.41 Even when gigabit service isn’t available, the study found that home
values get a lift of 1.8% when a local network operator has deployed fiber infrastructure capable of
supporting speeds of at least 100 Mbps.42
36
http://muninetworks.org/content/mesas-focus-dig-once-and-fiber-leases-pays-community-broadband-bitspodcast-139
37
http://www.bbpmag.com/snapshot/snap0109.php
38
http://www.bbcmag.com/Primers/BBC_Aug13_Primer.pdf
39
Ibid.
40
http://www.lightwaveonline.com/content/dam/lw/documents/FTTH_Report_06_26_2015.pdf
41
Ibid. P. 3
42
Ibid. P. 18
22 | P a g e
In addition, according to RVA Market Research & Consulting, residents with fiber-to-the-home work an
average of 1.3 extra days at home each month and about 14% have home-based businesses resulting in
over $10,000 in extra income for the household.43 In fact, RVA found that high speed Internet capacity was
often one of the highest or the highest consideration when residents evaluated neighborhoods, households
and multi-dwelling units (MDUs).44
43
44
http://www.bbpmag.com/Features/1113feature-FTTHExpands.php
http://www.gig-u.org/cms/assets/uploads/2012/12/Val-NexGen_design_7.9_v2.pdf
P a g e | 23
VI. COMMUNITY-LED BROADBAND
When the Telecommunications Act of 1996 was enacted, policymakers anticipated that most of the United
States would shortly have multiple facilities-based providers competing to build better networks, deliver
better services, and reduce prices.45 Nearly 20 years later, it is clear that robust, facilities-based wireline
competition did not emerge ubiquitously – in part because constructing large-scale networks is such a
formidable economic challenge, particularly for a competitive provider that does not have the benefits of
incumbency.
Fortunately, local communities have multiple options to increase the availability and robustness of their
broadband network. They can work with willing incumbents, enter into public-private partnerships with
new entrants, or establish advanced communications networks of their own (i.e. municipal broadband),
and many other innovative approaches exist in between. The term “community-led broadband” is often
used to signify that a community is taking an active role in accelerating the deployment of next generation
networks, and consciously making choices about how those networks can be serve the public good.
Developing a Framework for Community Change
Individual communities have unique needs and challenges to address, yet there are patterns common to
how sustainable, systemic change happens, often following a flexible process supported by formal and
informal leaders. Systemic change such as broadband development typically begins with building
awareness of the issue, proceeds to methods of gathering community support, and follows through with
actions taken to create positive, enduring transformation. In the summer of 2015, the University WisconsinExtension Broadband & E-Commerce Education Center, which assists community stakeholders in
implementing strategies to attract broadband investments, released a strategy guide for communities to
encourage adoption and utilization of broadband technologies, as well as improve internet access for
community residents.46
The Wisconsin strategy guide emphasized the use of John P. Kotter’s eight-step change framework, which
he outlined in the 1996 book, Leading Change.47 By analyzing change failures in companies and
organizations over 15 years, Kotter identified patterns of errors that create barriers, and crafted a roadmap
for transformation to overcome these barriers. Kotter expands on these ideas in his 2014 book, Accelerate,
in which he describes the advantages of a more fluid strategy network; this model applies more readily to
community change.48
Communities must factor in that the parties who collaborate for larger, community change are not bound
by the rules and structures that one finds in organizations. Leadership is often informal; authority comes in
the form of knowledge sharing and relationship, which can be accomplished via community brain trusts.
45
The Telecommunications Act of 1996 was the first significant overhaul of United States telecommunications law in
more than sixty years, amending the Communications Act of 1934. According to the FCC, the goal of the law was to
"let anyone enter any communications business—to let any communications business compete in any market
against any other." https://transition.fcc.gov/telecom.html
46
http://broadband.uwex.edu/wp-content/uploads/2015/06/Broadband-Policy-006.030.2015.3.pdf
47
John B. Kotter, Leading Change, 1996.
48
John B. Kotter, Accelerate, 2014
24 | P a g e
The process for creating significant change is described in eight stages, which starts at building awareness
and concludes with descriptions of how communities make sustained commitments.
Kotter’s eight-step change framework provides an ideal outline for organizing Hot Springs’ efforts.
1. Creating a Sense of Urgency
Low levels of awareness and lack of a sense of
urgency serve as hindrances to increasing
broadband adoption and access. Local leaders,
households, and businesses may understate or be
unaware of the numerous benefits from
improved internet service as well as the active
role they can play in improving internet service in
their area. Actions addressing urgency may vary
in form, detail, and formality; through various
means, emphasizing the urgency of broadband
development is an important step which
functions as a catalyst for further action that can
yield more tangible results.
Recommendation:
Resolution
Hot
Springs
1. Establish a sense of urgency
2. Create a guiding coalition
3. Form a strategic vision & initiatives
4. Communicate the vision
5. Enable action and remove barriers
Broadband
6. Generate short term wins
Local governments and other organizations have
adopted resolutions supporting broadband
7. Sustain acceleration
development either internally or in support of
another organization. These resolutions usually
do not carry much legal weight; instead, their role
8. Institute change
is to affirm desire for broadband development
and build momentum toward more substantial
action. Forward-thinking communities that adopt broadband resolutions are taking the first steps in
preparation for investment opportunities.
Resolution Examples:


Marinette County, WI
City of Rushville, IN
2. Build a Guiding Coalition
Bringing together a group of dedicated stakeholders is essential to the success of a community
development initiative, including broadband development. Some local governments have taken on
responsibility for action after they passed a supporting resolution. In some cases, the body passing a
resolution has designated another existing organization to guide broadband efforts, such as an economic
development association or committee, or an information technology office. Some have created a new
entity to guide broadband development. Alternatively, organizations external to local governments have
taken it upon themselves to advocate for broadband development.
P a g e | 25
Recommendation: Hot Springs Broadband Leadership Council
Ensuring affordable and robust broadband availability is not explicitly written into anyone’s job description.
However, many communities have been successful in advanced network deployment because local leaders
took the initiative to step out of their traditional or expected duties to adopt the cause. Hot Springs is
forming the Hot Springs Broadband Leadership Council specifically to guide community action toward
broadband. This committee currently consist of local officials, stakeholders, and interested citizens and
their emerging role is to advise local decision makers on Hot Springs broadband needs and opportunities
to accelerate deployment and increase demand for broadband technologies.
What’s my Role?
Gig.U, a coalition of research university communities, recommends the following roles for community
leaders:49

The Information Role: What should city workers/administrators do?
Coordinate between offices to centralize data, mapping, and information on current fiber assets;
Research plans that similar cities have adopted and gather best practices; Start an educational
campaign to engage the average citizen on the city's broadband strategy or plan; Work with the
city council or governing body to identify and fix regulatory roadblocks or inefficiencies standing in
the way of private build-out.

The Engineering Role: What should city engineers do?
Perform preparatory work on city utility poles for new telecommunications entrants; assist other
city workers in performing a local mapping and fiber asset inventory; if applicable, work with the
city council or governing body to implement an informed dig once strategy; if applicable, work with
the city council or governing body to craft the technical aspects of a development agreement with
a private partner.

The Legal Role: What should a city council or governing authority do?
Institute fiber friendly policies, such as dig once; Institute regulatory reforms to simplify permitting,
pole attachments and environmental review processes for new telecommunications entrants; if
working with a private partner, create a detailed development agreement to protect city interests
and meet shared goals; If it seems advantageous for your city, pursue a regional strategy by
engaging with the county or neighboring municipalities.

The Community Role: What should local political groups, community members and nonprofits do?
Create, publicize and provide broadband adoption and digital literacy resources for resident; assist
in measuring and increasing neighborhood demand through multiple efforts including going doorto-door; build relationships among the diverse pool of stakeholders in the community that would
contribute to and benefit from a high-speed connection: schools, universities, hospitals,
businesses, etc.
3. Develop and Communicate a Strategic Vision
With a leadership team in place, Hot Springs should develop a strategic vision to guide action toward
broadband development. What does success look like in the community? How are people using broadband
49
26 | P a g e
to improve the quality of their lives? What is the desired future for access for residents? Other communities
have been using planning processes to formulate this vision of success, either as a topically focused process
or part of a broader planning process.
Recommendation: Broadband-Inclusive Comprehensive Planning
Hot Springs can reinforce broadband development by including broadband in its comprehensive planning
efforts. Arkansas Code § 14-56-403 states that municipal plans should be prepared in “order to promote,
in accordance with present and future needs, the safety, morals, order, convenience, prosperity, and
general welfare of the citizens.”50 Arkansas comprehensive plans may provide for:
1. Efficiency and economy in the process of development;
2. The appropriate and best use of land;
3. Convenience of traffic and circulation of people and goods;
4. Safety from fire and other dangers;
5. Adequate light and air in the use and occupancy of buildings;
6. Healthful and convenient distribution of population;
7. Good civic design and arrangement;
8. Adequate public utilities and facilities; and
9. Wise and efficient expenditure of funds.
Change is the only overarching constant in the telecommunications world and community leaders need to
understand their local ecosystem in order to make key decisions that influence the direction of their
community. However, references to broadband in comprehensive plans are often broad in nature,
describing elements such as the state of utilities infrastructure in the area, or goals for broadband
availability or access. Implementation of plans may include more specific policies and actions
recommended to improve broadband deployment and adoption.
4. Enabling Action and Removing Barriers
At first glance, community leaders may not recognize that current practices, policies and regulations are
hindering the adoption of technology and the expansion of access to broadband. A review of current
policies and practices can reveal unintended barriers and provide a chance to confirm that policies support
current priorities. Chapter VII discusses opportunities that Hot Springs may have to leverage local resources
to remove barriers to private investment.
Recommendation: Facilitate Asset Utilization and Improvement; Streamline and Publicize Local Processes;
Make Useful Information Available to Service Providers
5. Generating Short Term Wins
Awareness amplifies as more of the residents learn about and experience the advantages of community
development. Short term wins assure people that their decisions and actions are benefiting the community.
Small projects can test ideas and encourage more community involvement. Small, measureable, and
50
AR Code § 14-56-403 (2014)
P a g e | 27
sustainable improvements build momentum for long term success, especially if they are celebrated and
communicated.
Broadband adoption yields numerous benefits for households and businesses that could have significant
economic and social impacts. Effective, community-wide utilization of broadband for the purpose of
developing the community requires addressing the issues on more than one level. It is not a case of “build
it and they will come.” Essentially, making broadband available does not assure that residents will make
use of it or leverage its capabilities to derive great benefit. Development of human capital – educating your
population on benefits and enabling them skills – is a necessary strategy for driving demand and
empowering widespread adoption of advanced broadband. Strategies for addressing the digital divide are
discussed in Chapter IX.
Recommendation: Identify Existing Resources and New Strategies to Drive Digital Inclusion
7 & 8. Sustaining Acceleration and Instituting Change
In addition to the individual projects discussed previously, Hot Springs should consider taking a high level
of commitment to instituting long term, sustained broadband development that enables the community to
take action to ensure ongoing support and to create structures for maintaining broadband deployment.
This section will focus specifically on Hot Springs’ strategy for facilitating broadband deployment.
Every network deployment involves a number of components – design, construction, operating, marketing,
and financing, to name the major ones. And, while municipal efforts to date reflect elements unique to
specific circumstances, all nonetheless face a fundamental question: what roles should a municipality play
in the effort? While we see a spectrum of how municipalities approach the fundamental trade-off question,
their “answers,” as described by Gig.U in its Next Generation Network Connectivity Handbook, typically fall
into one of three basic categories51:
1. Primary: The city plays the primary role by using public facilities to invest in telecommunications as public
infrastructure;
2. Partial: The city plays a partial role, but relies heavily on a private partner, particularly for operations,
marketing, and financing; and
3. Facilitator: The city uses governmental and other levers to facilitate the ability by private sector partners
to play all the roles.
51
28 | P a g e
Overview of Network Models52
Category
Model
Benefits to Community
Risks to Community
Primary
1. Build and run a
public network.
• Local control
• Universal coverage
• Customer services and
community accountability
Partial
2. Build and run a
public network to
businesses or
community anchor
institutions.
• Local control
• Leaves the door open for
future expansion.
• Financial risks
• Operational sustainability
• Pushback from
incumbents
Partial
3. Build and lease
out public
infrastructure to the
private sector.
• Potential increased
competition.
• Financial risks depending
on vendor interest and
city investment
Facilitator
• Little public investment or risk.
4. Facilitate a public- • Shared risk and reward across
private partnership.
sectors and community
stakeholders.
• Uneven coverage
• Lack of local control
• Partnership conflicts
going forward
Facilitator
5. Adopt one, many,
or several
incremental
approaches to
gigabit fiberreadiness.
• Incremental investment can
be risk and unwise if it paves a
path to nowhere – e.g.: a future
private partner does not invest
and the city has no plans to act
alone
• Leaves options open for city
unwilling to commit to public
build-out or still seeking a
private partner
• Little public investment
• Financial return
• Operational sustainability
• Pushback from
incumbents
Municipal Broadband Roadblocks
As the Hot Springs community considers how to proceed, it needs to consider how state law may limit
municipal involvement in expanding broadband service. Nineteen states have adopted laws constraining
how municipalities may either operate their own networks or even partner with private entities in
stimulating deployment. State laws inhibiting public networks vary in scope. Administrative hurdles are on
the most widespread methods of restricting municipal broadband. These hurdles are typically designed to
limit the ability of municipalities by adding superfluous paperwork and excessive administrative costs.
Almost as prevalent as administrative hurdles are states that explicitly restrict the direct sale of broadband
(through communities or public power utilities) to end users.
Specific laws that restrict the direct sale of broadband by a municipality include:

52
Arkansas: Ark. Code § 23-17-409
Ibid.
P a g e | 29





Missouri: Missouri Revised Statutes § 392.410
Nebraska: Nebraska Revised Statute 86-575, Nebraska Revised Statute 86-594
Pennsylvania: 66 Pa. Cons. Stat. Ann. § 3014(h)
Texas: Texas Utilities Code, § 54.201
Washington: Washington Revised Code Annotated § 54.16.330
Arkansas state law would be categorized as a “no direct sale” law, and prohibits new municipal networks.
In 2011, the 88th Arkansas General Assembly created HB 2033, now known as Act 1050, an update to the
Telecommunications Regulatory Reform Act of 1997.53 Prior law had prohibited any government entity
from offering, directly or indirectly, basic local exchange services (traditional telephone service). Act 1050
expanded the prohibition to data, broadband, video, and wireless. With the exception of those owning
municipal electric utilities or cable television systems, Arkansas towns are prohibited from offering
broadband services to nonpublic entities.
Fortunately, Arkansas communities can facilitate private investment by optimizing local processes at key
touchpoints that impact deployment time and costs.
Recommendation: Take Responsibility for Facilitating Private Investment by Leveraging Local Assets
Community as a Facilitator: Success Stories
For guidance, Hot Springs could look to the many cities that have adjusted local policies in order to facilitate
investment by private actors who then undertake the deployment and operations of the network. These
case studies have been compiled by Gig.U.54
1) Adopting Best Practices that Assist Local ISPs: East Lansing, MI
Uniting a diverse group of stakeholders under its “Gigabit Ready” effort, Lansing created an attractive
environment for its existing ISPs to upgrade.55 The Lansing Economic Area Partnership (LEAP), Michigan
State University, nonprofits, and commercial property managers came together in 2012 to lower barriers
to high-speed broadband deployment. To align incentives and capitalize on their unique partnership with
local development companies, the Gigabit Ready Coalition created a Gigabit Certified Building Program
operating similarly to the well-known LEED program.56In 2012, ISP Spartan-Net and property manager DTN
Management Co. partnered to bring gigabit speeds to residences and apartment complexes in East
Lansing.57
2) Using the Competitive Process to Stimulate an Upgrade in a City: Louisville, KY and College Station, TX
Initial demand for faster speeds was fostered and articulated by Louisville’s residents, academics and the
business community. To translate those voices into action, local advocates launched Louisville Fiber — a
web-based tool that allowed residents who wanted a gigabit fiber network to input their address.58 The
resulting heat map was informative for policymakers and also visualized demand for prospective vendors.
53
ftp://www.arkleg.state.ar.us/acts/2011/Public/ACT1050.pdf
http://www.gig-u.org/
55
http://new.gigabitready.com/
56
Ibid.
57
http://statenews.com/index.php/article/2012/07/msu_lansing_on_track_for_high_speed_internet
58
http://www.louisvillefiber.com/
5454
30 | P a g e
The city government released an RFI in November 2013 and received six responses. The RFI pushed
Louisville to confront its fiber-readiness. It made adjustments to its plans in order to attract vendors, such
as increasing the proposed franchise period from 15 to 20 years and reducing the bonding requirement,
and issued an RFP. In July 2014, Louisville approved three new 20-year franchise agreements for fiber
network build-outs — one with Louisville-based BGN Networks, one with London- based SiFi and another
with New York-based FiberTech.59
Similarly, College Station, Texas, home of Texas A&M, used a Request For Proposal (RFP) to test the
market.60 In this case, the process stimulated an incumbent cable provider, Suddenlink, to respond by
announcing it would spend $250 million to upgrade its company-wide network to make it gigabit capable.61
College Station will be the first Suddenlink market to see the upgrade, providing the community with what
it believes it needs to keep and attract bandwidth hungry businesses and residents.
3) Using the Competitive Process to Stimulate an Upgrade in a Region: North Carolina
The North Carolina Next Generation Network (NCNGN) project is a collection of four universities (Wake
Forest, University of North Carolina-Chapel Hill, Duke, and North Carolina State) and six municipalities
(Carrboro, Cary, Winston-Salem, Chapel Hill, Durham and Raleigh) which shared knowledge and resources
to release a single RFP.62 It articulated the region’s objectives and sought vendors to build and operate a
gigabit fiber network. The RFP was released in February 2013 and attracted eight responses.63 Since then,
several of the NCNGN cities have caught the attention of major national providers, including AT&T and
Frontier Communications, with has launched a gigabit network in parts of Durham, as well as RST Fiber, a
start-up that has also announced plans to enter with a fiber offering.64 In 2015, Google announced it would
deploy fiber to the Research Triangle Park areas.65
4) Using the Competitive Process to Stimulate an Upgrade in a State: Connecticut
Connecticut is pursuing statewide strategy. In April 2014, the state hosted a conference on gigabit networks
for municipal leaders.66 Then, in September, the mayors of West Hartford, New Haven and Stamford
announced the release of a joint RFQ (“Request for Qualifications”), inviting other cities to likewise express
interest and share information.67 By December, 46 cities, constituting half the population of the state, had
joined in the effort. In January 2015, the RFQ received 11 bids, which are now being reviewed.68 The
intentional interaction between state and city-level officials is not only facilitating a conversation, it’s
creating a powerful network of stakeholders with a shared goal: that Connecticut be the first “gigabit
state.”69
59
http://www.bizjournals.com/louisville/news/2014/07/25/louisville-metro-council-approves-fiber-internet.html
http://researchvalley.org/wp-content/uploads/2013/10/RVTC-RFI_102313-InformationalSession_v2.pdf
61
http://www.kbtx.com/home/headlines/GigaSpeed-Internet-Soon-to-be-Offered-in-BCS-276059641.html
62
http://ncngn.net/wp/
63
http://www.tjcog.org/Data/Sites/1/media/regional-planning/econdev/nextgeneration/NCNGN_RFP_02012013.pdf
64
http://wraltechwire.com/frontier-significant-progress-already-being-made-with-own-fiber-network-/14394979/
65
http://www.wncn.com/story/27950550/google-fiber-to-offer-ultra-fast-internet-service-in-the-triangle-charlotte
66
http://www.gig-u.org/cms/assets/uploads/2014/04/Blair-Levin-remarks-to-Connecticut-Gig-Conference.pdf
67
http://www.ct.gov/occ/lib/occ/091514_gig_press_release.pdf
68
http://www.hartfordbusiness.com/article/20150123/NEWS01/150129958/gigabit-coalition-receives-11-secretresponses
69
http://yaledailynews.com/blog/2015/01/16/connecticut-could-be-first-gigabit-state2/
60
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VII. ENABLING ACTION & REMOVING BARRIERS
Since the creation of the role of Arkansas’ state broadband manager, a primary activity has been to survey
the state’s provider community to identify the barriers to broadband expansion, to gauge the likelihood of
expansion, reasons for a lack of broadband coverage in unserved areas, and to solicit provider suggestions
for eliminating barriers to expansion. In 2014, the Arkansas Telecommunications Provider Survey identified
the following barriers to expansion of broadband:70
Chart VII.1: Barriers to Broadband Deployment
Expected Costs Exceed Revenue to Provide
Service
44.8%
Limited Opportunities to Expand
20.7%
State of the Economy
17.2%
Regulatory Issues
13.8%
Competition
3.4%
No Barriers
17.2%
Other
20.7%
0%
20%
40%
60%
80%
In addition, when asked whether there were locations within their service area to which they could not
provide coverage, those who responded “yes,” reported the following reasons:
Chart VII.2 - Barriers to Expanding Service Area
Cost of Infrastructure
69.0%
Terrain
56.0%
Lack of Customer Base Willing to Subscribe to
Service
44.0%
Access to Poles or Pole Attachment Fees
44.0%
Lack of Rights of Way
19.0%
0%
70
20%
40%
http://stc.arkansas.gov/Documents/Reduced-Broadband%20Manager's%20ActivitiesOperations%20Report%20(PE%2012.31.pdf
32 | P a g e
60%
80%
Indeed, construction and deployment of high-quality broadband services – both wired and wireless –can
be costly and time-consuming. Fiber-to-the-home, in particular, requires a massive construction effort –
building fiber optics down every major and minor street where service will be offered, as well as from the
curb to each user’s home or business. Even services that do not deliver fiber all the way to the premises,
such as high-speed wireless, still require physical fiber construction to hub facilities and wireless antennas.
In 2010, when Google announced its Fiber project, it was designed to offer a gigabit service with broadband
speeds 100 times faster than what most Americans were receiving at that time.71 For several years,
incumbent providers did not react with improved services, saying instead that such services were too
expensive and consumers didn’t require gigabit speeds.72 In the last year, however, as Google started to
offer gigabit services at prices comparable to much slower offerings by cable and phone company providers
and expanded Fiber's service territory, the incumbents and others have started to announce their own
gigabit offerings at similar price points, setting the stage for a potential “gig war” in which tens of millions
of Americans have the potential to receive faster, better and cheaper broadband.73
A critical lesson, in light of the recent investments and highlighted by organizations such as Next Century
Cities and Gig.U, is the important role of local levers and leadership.74 While a federal deployment agenda
is vital and has historically played a dominant role in broadband deployment, what Google Fiber understood
and also exploited, was that the policies that encourage competition and move the needle most on
lowering construction and operating costs are decided in city hall.
Hot Springs could facilitate that construction by an internet service provider through a range of technical
and process strategies. The strategies that advances broadband deployment can be grouped into three
general categories:
1) Strategies of ensuring access to and facilitating utilization of key assets
2) Strategies to streamline essential local processes such as permitting and inspection
3) Ways to make useful information available to potential broadband service providers
In addition to these strategies, the Gig.U Assessment Worksheet, designed to assist communities in
identifying assets, is included with this strategy guide.
1. Strategies for Ensuring Access and Facilitating Utilization of Key Assets
One of the primary challenges to broadband expansion is the high capital cost of network construction. Hot
Springs may own or control assets that can reduce the need to construct some elements of new networks
and thereby reduce total up-front capital costs.
The following are best practices, policies, and case studies to be used as examples for lowering barriers and
encouraging broadband infrastructure deployment. They include strategies for leasing public assets;
underground construction (conduit installation, dig-once ordinances, and microtrenching); aerial
71
http://googlefiberblog.blogspot.com/search?updated-max=2010-02-10T08:20:00-08:00&maxresults=10&start=120&by-date=false
72
http://www.wsj.com/articles/SB10001424127887324731304578193390432321484
73
https://www.washingtonpost.com/blogs/the-switch/wp/2015/04/02/comcasts-new-internet-service-is-twice-asfast-as-google-fiber/ ; http://www.cnet.com/news/ting-mobile-follows-google-into-gigabit-broadband-biz/
74
http://nextcenturycities.org/wp/wp-content/uploads/2015/07/NCCPolicyAgenda_Web.pdf
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construction (pole attachments and collocation); wireless deployment (vertical assets inventory and tower
regulations); and in-building access.
1. I. Lease Public Assets
Municipal fiber infrastructure and conduit represent valuable assets, particularly where construction is
costly or difficult, such as downtown areas or alongside major roads. Because each fiber cable has dozens
or hundreds of separate fiber strands, and each fiber optic strand holds enormous capacity, a community
can sell or lease excessive strands with a fiber bundle without compromising the original purpose of the
fiber (such as internal communications or traffic management). Excess strands in a local network can help
in establishing a provider’s network backbone. If the locality’s fiber covers the key parts of the community,
it can provide an immediate way to establish a point of presence. This is known as the middle-mile model,
in which the network provider leases middle mile fiber from the municipality to connect from the public
backbone to the residential customers. The network provider constructs the “last mile” fiber to the homes
and businesses, or provides wireless last mile services.
If Hot Springs has available conduit, this can also be leveraged to accelerate broadband deployment. Placing
fiber cables in existing conduit can reduce a provider’s need for construction – lowering its capital costs
and time to build. In leasing existing fiber or conduit, the community benefits by speeding deployment,
reducing damages and disruption to the rights-of-way, and obtaining lease revenue.
I - a. Santa Monica, CA
Santa Monica built a fiber network called City Net that has lowered its own costs for telecommunications,
helped to retain businesses, and attracted new businesses to the community.75 The network was built in
an incremental, but not ad hoc fashion. In coordination with other capital projects, such as connecting
traffic signals or replacing water mains, the City found opportunity to build conduit and fiber to those
location over time. The City’s Telecommunications Master Plan encouraged laying plenty of extra fiber, so
when high tech firms like Google asked the City for access to its fiber, Santa Monica could oblige. As more
businesses requested access, City Net developed various ways of meeting their needs. It will lease dark
fiber to businesses that want it, including to other carriers that want to connect their customers. Leasing
fiber to other service providers and providing services to local businesses has resulted in over $5 million in
revenues - and growing - for the City General Fund.76 Businesses have been able to lower their costs by
over 2/3 for high capacity connections, retaining and generating jobs in the community and keeping the
office vacancy rate far below nearby communities. The accumulated savings has funded many public
amenities, including free Wi-Fi in 32 hot zones and along nine major commercial corridors
I - b. Lakeland, FL
Lakeland’s municipal electric company, Lakeland Electric, began generating and providing electricity to
customers in its service territory in 1904. In the mid-1990s, the utility began replacing older copper
connections between substations with fiber-optic cable. Over time, the electric utility has incrementally
expanded its fiber network to every building engaged in city business. The network is aerial, using the
75
76
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http://www.ilsr.org/santa-monica-city-net/
http://www.ilsr.org/wp-content/uploads/2014/03/santa-monica-city-net-fiber-2014-2.pdf
utility's own poles to mount the fiber. Lakeland Electric currently leases dark fiber to its largest customer,
Lakeland Regional Medical Center, which creates $225,000 per year in revenue to the general fund.77
I - c. Columbia, MO
For more than twenty years, Columbia Water and Light (CW&L) has used its fiber network to support the
department’s operations, passing information about controlling the water and electrical system. CW&L
leases its excess dark fiber to 30 local anchor institutions and providers throughout Columbia, including
education institutions, government entities, health care facilities, and internet service providers, who are
then responsible for “lighting” the fiber, or connecting it. Leasing excess fiber creates approximately
$900,000 in revenue annually.78
I - d. Ammon, ID
Ammon, a town of just over 14,000 residents in southeast Idaho, has been incrementally building an open
access, fiber optic network that has connected community anchor institutions and is starting to become
available to local businesses. Ammon had struggled to boost economic development in part because
providers in Ammon offer slower, more expensive services than are available in nearby Idaho Falls. With
no municipal electric utility, the City partnered with Ammon’s water utility to deploy fiber optic cable, and
now operates an open access network wherein the City leases capacity to independent service providers
that provide retail services.79
II. Dig-Once Ordinances – Underground Construction
Laying fiber optic cable is an expensive proposition because of the cost of labor and regulatory approvals
required to gain access and dig the trenches required to install fiber. A “dig-once” policy is “a broadband
deployment policy focused on increasing coordination between government agencies and utility
companies to decrease the frequency of highway excavation.”80 Dig-once policies open streets and rightsof-way to utility construction when related projects are underway, thus realizing efficiencies in network
construction by giving multiple entities the opportunity to place their facilities - resulting in a more uniform
and efficient means of constructing network infrastructure.
Dig-once policies require a thoughtful analysis of the opportunities to lay fiber when road and bridge
projects commence, but by digging trenches, providing conduit, and laying fiber during the road
construction process, over 90% of the total cost is avoided.81 There are two main benefits to dig-once
policies: (1) lowering costs of infrastructure deployment when completed in conjunction with other
infrastructure improvements, and (2) promoting and facilitating integration of broadband infrastructure as
part of local and regional economic development infrastructure initiatives.
The U.S. Department of Transportation’s Federal Highway Administration has listed several best practices
for dig once policies, noting that dig once practices have been “recognized by state and local stakeholders
77
http://muninetworks.org/tags/tags/lakeland
https://www.gocolumbiamo.com/WaterandLight/Documents/BroadbandStudyColumbiaMO2014.pdf
79
http://muninetworks.org/content/transcript-community-broadband-bits-episode-86
80
http://www.gao.gov/assets/600/591928.pdf
81
https://www.nysbroadband.ny.gov/sites/default/files/documents/ToolkitFINAL_6-4-14.pdf
78
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as sensible solutions to expedite the deployment of fiber along main routes when implemented as part of
a cooperative planning process.”82 Examples include:
II - a. Sandy, Oregon
Sandy passed an ordinance requiring all new development to install underground fiber along with other
utilities.83 The approval of new development sites is predicated upon the developer incorporating the
installation of fiber broadband, regardless of whether a public right-of-way. This ordinance ensures that
the infrastructure is already there, making it less burdensome for internet service providers to expand
broadband coverage.
II - b. City of Centennial, CO
The City of Centennial, Colorado collaborates with entities that are undertaking construction projects in
the city. Each opportunity is evaluated as a means to extend city-owned fiber and conduit in new routes.
As a result of this strategy, the city has successfully built hundreds of miles of fiber and conduit at relatively
low cost and is currently seeking referendum authority to make these assets available for private sector
use.84
II - c. Brentwood, CA
Brentwood’s Municipal Code contains provisions requiring all “utility distribution facilities,” including
communications systems, to be installed underground (waivers are permitted under extraordinary
circumstances). Among these provisions, under the title “Advanced Technology Systems,” is the following:
“The developer shall design, install, test and dedicate to the city two advanced technology system
conduits… within the public right-of-way.”85 One of the conduits contains a fiber optic system for use by
the city or one of its franchisees. The other conduit is to remain empty and available for future franchisees
who prefer to run their own cables instead of using the City’s. Under this policy, the city expands its own
network incrementally while extra capacity is installed to facilitate future fiber deployments by private
providers.
II – d. Santa Monica, CA
Santa Monica has one of the most successful “dig once” policies in the United States, reducing the cost of
laying fiber by up to 90 percent by coordinating fiber and conduit installation with other capital projects or
in join trenching with other entities.86 Santa Monica adds an important feature to its “dig once” policy requiring all utility operators to submit maps of all “antennas, pipelines, conduits, cables, vaults, pedestals,
and all other associated facilities” located in public rights-of-way.87 These maps must be submitted on a
yearly basis, unless no changes have occurred. This reporting activity streamlines future uses of these
rights-of-way assets that in turn lower costs for future network builders.
82
www.fhwa.dot.gov/policy/otps/successprac.cfm
http://sandy.granicus.com/MediaPlayer.php?view_id=2&clip_id=357&meta_id=16562%C2%90
84
85
http://qcode.us/codes/brentwood/view.php?topic=16-16_120-16_120_120&frames=on
86
http://www.ilsr.org/wp-content/uploads/2014/03/santa-monica-city-net-fiber-2014-2.pdf
87
http://www.qcode.us/codes/santamonica/view.php?topic=7-7_06-7_06_300&frames=on
83
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II – e. Poulsbo, WA
Poulsbo, Washington, adopted a policy that requires private companies to use publicly-owned conduit and
applies to all road construction, whether done by the city or any other entity. Poulsbo’s policy further
distinguishes between different types of roadways, requiring higher capacity conduit along “all new
collector or arterial public streets serving or abutting residential development, and in all new public streets
serving or abutting nonresidential development.”88 This tailoring of conduit capacity to roadway capacity
can lower overall “dig once” costs by allowing lower capacity conduit to be installed where appropriate.
II - f. Mount Vernon, WA
The city of Mount Vernon in Washington State has implemented a “dig once” conduit policy that specifically
applies to “the construction of improvements such as buildings, homes, subdivisions, streets, and
utilities.”89 All such projects are required to “construct and install telecommunications conduit on all streets
that are affected, disturbed, constructed and/or improved by development unless otherwise approved,
pending a review by the city engineer.”
III. Conduit Installation – Underground Construction
Timely placement of empty broadband conduit, conduit for fiber optic cables that support broadband or,
where appropriate, and wireless facilities for broadband service, can dramatically reduce costs and speed
up network upgrades.90 The National Broadband Plan noted that “the cost of running a strand of fiber
through an existing conduit is 3-4 times cheaper than constructing a new aerial build.”91 The cost of building
or upgrading a network in areas where streets need to be dug up is substantially higher than the cost of
building or upgrading a network where there is sufficient empty space in conduit that was placed with
foresight years earlier. Examples include:
III - a. Mesa, AZ
Mesa is one of the nation’s largest communities to benefit from the city taking responsibility to ensure
conduit and fiber are available throughout the city. The City pioneered underground communications
conduit infrastructure in the 1990s. Mesa’s joint trenching projects enabled construction of conduit in the
lease disruptive manner and offered low-cost construction opportunities for commercial providers and
business. Through their efforts, Mesa has 150 miles of fiber running through the community. 92 Additionally,
the government holds regular meetings with providers and offers full transparency with construction
projects, existing assets and works with broadband vendors to identify abandoned utility infrastructure in
order to ensure that the city remains well connected.
III - b. Boston, MA
In an effort to minimize excavations on the busy streets of Boston, the City adopted a policy in 1994 that
mandated all telecom carriers to install their underground conduits “in the same trench, at the same time
88
http://www.codepublishing.com/wa/poulsbo/html/Poulsbo12/Poulsbo1202.html
http://codepublishing.com/wa/mountvernon/html/mountvernon12/MountVernon1220.html#12.20
90
http://www.gpo.gov/fdsys/pkg/BILLS-112hr1695ih/pdf/BILLS-112hr1695ih.pdf
91
http://www.fcc.gov/national-broadband-plan.
92
http://www.muninetworks.org/content/mesas-focus-dig-once-and-fiber-leases-pays-community-broadband-bitspodcast-139.
89
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on shared-cost basis.”93 The "joint build" policy that was created put the local telecoms in a leading role for
planning and providing telecommunication services for the City. The policy dictates the establishment of a
“lead company” which is any company that approaches the city government first with a build-out request,
thus taking the lead in construction coordination. The joint build approach has worked very well in Boston
to minimize street excavation and has sped up the deployment process because all companies are required
to work together to install their infrastructure at the same time. In addition, construction costs, including
digging the trench, installing the conduit and repaving, are shared by all companies participating in the
build-out.94
III - c. Utah Department of Transportation (UDOT)
As featured in a case study in the White House’s “Implementing Order 13616: Progress on Accelerating
Broadband Infrastructure Deployment,” the Utah Department of Transportation (UDOT) has successfully
facilitated the expansion of broadband infrastructure in remote areas of the State where highway rightsof-way are open at all times. UDOT also installs empty conduit during highway construction as well as
teaches local communities how to install conduit, which due to cooperating telecom providers, has
extended infrastructure to rural communities.95
IV. Microtrenching – Underground Construction
Micro-trenching is defined as “a low-impact deployment methodology in which fiber and conduit are
inserted into a slot-cut trench less than ¾ inch wide and between 9-12 inches deep – without damaging or
disrupting existing infrastructure.”96 The benefits of microtrenching are that it is less disruptive than other
broadband expansion methods, offers faster deployment speeds, and has significant cost-savings.
Examples include:
IV - a. Jackson, WY
In addition to its 9,800 residents, Jackson, WY sees a large influx of tourists each year, making reliable
broadband a crucial component to economic development for the town. After securing grants from the
National Telecommunications and Information Administration (NTIA) and Broadband Technology
Opportunities Program (BTOP), a local provider launched the Teton Broadband Project in an effort to
upgrade the fiber network of Jackson. As a popular tourist destination, minimal disruption to the
environment was important to keep the integrity of the surrounding land. As a result, the project opted to
use a provider for fiber installation that employed multiple techniques – directional drilling, conventional
trenching, and microtrenching. The microtrenching technology use was planned for the areas within the
Jackson city limits to least disrupt residents and businesses, providing a valuable solution for Jackson’s issue
of expanding broadband in an efficient and minimally invasive fashion.
IV - b. New York, NY
New York City has revised the Department of Information Technology and Telecommunications’ (DoITT)
rules to add a chapter authorizing and regulating the use of microtrenching.97 In November 2012, DoITT
93
https://www.whitehouse.gov/sites/default/files/microsites/ostp/broadband_eo_implementation.pdf
http://www.fhwa.dot.gov/policy/otps/successprac.cfm
95
https://www.whitehouse.gov/sites/default/files/microsites/ostp/broadband_eo_implementation.pdf
96
http://www.bbcmag.com/2009issues/may-june09/BBP_MayJune09_MicroTrenching.pdf
97
https://rules.cityofnewyork.us/content/microtrenching-rules-1
94
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and the Department of Transportation launched a pilot program with Verizon to test microtrenching as an
alternative to conventional measures. The purpose was to determine if the new technology would be less
disruptive to pedestrian and vehicular traffic and to the structural integrity of the streets. DoITT also aimed
to determine if microtrenching could offer cost- and time-savings. Tests in all five boroughs were performed
successfully offering indication that this new form of trenching could save the city money and time. As a
result, DoITT has chosen to offer microtrenching as an alternative to conventional methods.
IV - c. Loma Linda, CA
Loma Linda, installed a municipality-wide fiber-to-the-premise network using microtrenching technologies.
The city’s economy, which is dominated by the healthcare field, was faced with the issue of needing to
deliver higher capacity fiber connections to homes, hospitals, and other businesses. In order to upgrade
beyond DSL, the city chose to install its own FFTP network. While traditional last mile deployments were
expensive and disruptive potentially causing major road closures, Loma Linda turned to a company, m2fx,
and adopted its solution: pushable fiber cable and micro ducts in combination with micro trenching. This
not only brought down the cost of last mile deployment, but also saved the city time. A savings of 64-76%
percent was cited, and Loma Linda reportedly benefited through improved healthcare, business
investment, and city efficiency and safety.98
V. Pole Attachment – Aerial Construction
Running fiber aerially along utility poles is often significantly cheaper (and less intrusive) than running fiber
underground. However, in the 2013 Arkansas Telecommunications Provider Survey, providers listed pole
attachments as key barrier to service area expansion.99 Indeed, the FCC’s National Broadband Plan
concluded that, “the expense of obtaining permits and leasing pole attachments and rights-of-way can
amount to 20 percent of the cost of fiber deployment. These costs can be reduced directly by cutting fees.
These costs can also be lowered indirectly by expediting processes.”100
There are several reasons pole attachments represent a barrier to deployment. First, the process and time
schedules for negotiating access to utility poles vary depending on the type of utility company that owns
the poles. Further, the process of attaching equipment to an existing pole, such as moving wires and other
equipment and coordinating with electric and safety codes, can take months to complete. In addition, many
existing utility poles either do not have sufficient space for attachment of new communications providers
or have existing communications providers attached in an inefficient manner, requiring those attachments
to be moved to accommodate a new provider.101
The lack of a fixed, uniform protocol creates uncertainty, which in turn, deters investment and makes above
ground construction more costly than running fiber underground. Municipalities can encourage private
pole owners to consolidate attachments, reserve pole space, and undertake steps that may reduce makeready time and costs – thereby reducing the average cost of aerial fiber construction. In addition,
evaluating, streamlining, and reducing permitting fees can lower construction costs for broadband
providers and incent further build-out as a result. Examples include:
98
http://www.coretelecom.net/media/pdf/m2fx%20Miniflex%20Pushable%20Fiber%20and%20the%20City%20of%2
0Loma%20Linda.pdf
99
http://stc.arkansas.gov/Documents/Broadband_2014.pdf
100
http://www.broadband.gov/plan/6-infrastructure/
101
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V - a. State of Vermont
The state of Vermont is one of the few states with a state-level policy regarding pole attachments, tariffs,
and coordination of providers. According to the Vermont Telecommunications Authority, “to facilitate the
deployment of pole-top attachments, the VTA, the Department of Public Service, and Vermont utilities have
produced a ‘Vermont Standard Pole-Top Attachment.’ The Vermont Public Service Board Rule 3.700, and
utility tariffs adopted pursuant to it, govern pole attachments in Vermont. These rules allow use of utility
poles, including use by Broadband Service Providers and establish when broadband and cellular providers
may attach within or above the electric space.”102
V - b. Connecticut
The Connecticut Public Regulatory Authority implemented a single administrator through state legislation.
The single pole administrator manages pole administration issues and works to create greater efficiency,
transparency, and accountability in pole attachment services.103
V - c. Google Fiber Cities: Kansas City, KS and Austin, TX
Google addressed pole attachment in Kansas City, KS, which has a municipal electric company, and then
leveraged the public reaction to strike a deal with private pole providers in Kansas City, MO, who did not
want to be seen as obstacles to Google Fiber expansion in their city. In Kansas City and Austin, the local
governments aimed to attract Google Fiber by reducing barriers to service entry. The permitting process
was expedited and both cities offered access to public rights-of-way at little or no cost to Google.
Additionally, Google Fiber was allowed to build out its network selectively being based on consumer
demand which allowed for a better profit margin for the company.104
VI. Collocation – Aerial Construction
Collocation is defined by the FCC as “the mounting or installation of an antenna on an existing tower,
building, or structure for the purpose of transmitting and/or receiving radio frequency signals for
communications purposes.”105 Collocation helps wireless communications providers meet the demands for
service and new facilities by permitting placement of transmission equipment on existing towers.
Collocation can also minimize the number of towers and poles needed for broadband build-out.
The FCC’s current collocation requirement allows competing carriers to place their equipment on the
incumbent carrier’s premises,106 and according to recently approved rules on tower regulation, states and
local governments are required to approve any eligible facilities requests for modification (including
collocation) of an existing tower as long as it does not “substantially change” the tower.107 By lowering costs
and barriers to expansion, collocation can increase broadband service in communities. Examples include:
102
http://www.telecomvt.org/providers/psb-pole-attachment.php
http://www.ct.gov/occ/lib/occ/6.14.13billocc_comments_on_spa_wg_recommendations_053013.pdf
104
http://www.wired.com/2013/07/we-need-to-stop-focusing-on-just-cable-companies-and-blame-localgovernment-for-dismal-broadband-competition/
105
http://wireless.fcc.gov/releases/da010691a.pdf
106
http://www.fcc.gov/encyclopedia/collocation-requirements
107
http://www.fcc.gov/document/local-review-collocation-applications-interpretive-guidance
103
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VI - a. Princeton, IA
The City of Princeton, Iowa, has local ordinances designed to ensure collocation of wireless facilities with
more than one provider. In the City’s own words, it “recognizes and desires to encourage the orderly
development of wireless communication for the benefit of the City and its citizens.” 108
VI - b. Santa Monica, CA
Santa Monica developed a program called “Santa Monica CityNet” which offers local businesses 10 Gbps
fiber and collocation services. Many technology and entertainment businesses located in the area benefit
from fiber infrastructure, which provides “secure, fast, and cost-effective” service. According to the City of
Santa Monica, “the city offers 100 Mbps, 1 Gbps, and 10 Gbps fiber optic connections from Santa Monica
City Net On-net buildings to any of the Internet Service Providers (ISPs) connected to the Santa Monica City
Net Lit Fiber Optic Network in downtown Los Angeles.”109
VII. Tower Regulations – Wireless Deployment
Many local jurisdictions regulate tower location, tower height, and tower design including color, lighting,
and screening of base facilities. Reducing these barriers can accelerate infrastructure investment and
reduce related costs. Examples include:
VII - a. Emmet County, MI
Emmett County revised its zoning ordinance’s tower section to address Internet towers. According to the
new language, an Internet tower may be permitted if:
a) The tower is constructed in a manner and location that eliminates the danger of falling on adjacent
properties or on electric power lines,
b) The tower complies with federal regulations,
c) The tower is no taller than 60 feet above the natural grade with a diameter no larger than 18 inches,
d) An affidavit identifying the tower be used solely by the owner and/or occupant of the property is signed
and recorded prior to the issuance of a zoning permit.
If a tower is to be taller than 60 feet, it may still be approved with a public hearing and if it is of no
danger of falling on adjacent properties or power lines, is compliant with federal regulations, and can
prove the height is necessary to “reasonably accommodate internet service needs.”
VII - b. Clark County, NV
Clark County’s land use strategy documents regarding communication towers and antennas clearly list
situations in which no permit is needed (e.g., an antenna is not visible), an administrative review is available
(e.g., location on public property), or special use review is required.110 With easily accessible documents,
the County helps telecommunications carriers avoid public hearings which serves as a major incentive for
the providers.111
108
http://www.princetoniowa.us/codes/chapter156.htm
http://www.smgov.net/departments/isd/smcitynet.aspx
110
http://www.clarkcountynv.gov/Depts/comprehensive_planning/zoning/Documents/3044.pdf
111
http://www.clarkcountynv.gov/Depts/comprehensive_planning/zoning/Documents/cklist_towers.pdf
109
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VIII. Vertical Assets Inventory – Wireless Deployment
Leveraging existing infrastructure and implementing innovative fee structures can help to reduce the costs
of broadband build-out in particularly rural areas. “Vertical assets” are defined as structures onto which
wired broadband equipment can be mounted and positioned to broadcast a signal over as much terrain as
possible. A community’s vertical assets include communications towers, water tanks, grain silos, multi-story
buildings, and other structures potentially useful in deploying affordable, reliable wireless broadband in
less populated, rural localities or topographically challenged regions. By creating a vertical assets inventory,
data is provided for private and public investment decisions. Additionally, the sharing of these vertical
assets and other infrastructure among broadband providers limits duplication and gears investment toward
underserved areas. Infrastructure sharing and innovative fee structures can enhance competition and
encourage other providers to enter the market due to reduced costs of entrance and less development risk
given the sunk costs associated with the investment. Examples include:
VIII - a. Marion County, SC
Marion County, a rural area of South Carolina, struggled with robust Internet access often relying on
expensive satellite connections for coverage solutions. The county attempted to solve the issue for
residents, and after meeting with Connected Nation and assessing current providers' coverage in the area,
identified a local fixed wireless provider who offered a solution.112 With donated tower infrastructure from
the county, the provider was willing to install new equipment on existing vertical assets, free of charge, in
order to bring broadband to the unserved and underserved community.
VIII - b. Missoula, MT
City Councilmen in Missoula, MT voted to reduce its fees to excavate and install new fiber-optic lines in the
public right-of-way by 75 percent. According to Councilor Caitlin Copple, “It’s a gesture of good will to the
service providers that we want to work with them. It was a unanimous vote, and it shows Missoula is serious
about business.”113 This decision came after a feasibility study was completed exploring how Missoula could
create a twenty-first century broadband network and a citywide map revealing broadband access in the
area. Permitting fees for new fiber installations were reduced from a baseline cost of $2,078 for the first
600 linear feet to just $300 for the first 300 linear feet.
VIII - c. State of Virginia
The state of Virginia saw that “there are still many areas where signal strength and network carrying
capacity are insufficient to meet consumer demand” which led to the development of a Vertical Assets
Inventory Toolkit and Database. 114 According to the website administered by the Virginia Secretary of
Technology’s office, “[t]he Vertical Assets website serves as a repository of location information for tall
structures that have the potential to serve as wireless transmission sites. Vertical Assets aims to bring
112
http://www.connectiowa.org/sites/default/files/connectednation/broadband_infrastructure_at_a_state_and_local_level_in_iowa_final2.pdf
113
http://missoulian.com/business/local/new-network-map-reveals-missoula-s-internet-needs/article_7b24c2e17927-5f8e-bc2e-323d8ac74d48.html
114
http://www.wired.virginia.gov/wp-content/uploads/Broadband/Virginia-Resources/VerticalAssets14.pdf
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owners and managers of these sites together with wireless Internet service providers in order to facilitate
the integration of broadband and information technology into state and local economies.”115
IX. Revision of Building Codes – In-Building Access
One significant barrier to new network providers is the entry into a building or development. A government
can improve services to its residents and businesses if it requires by code – or creates an incentive for
developers to build – additional pathways from the public rights-of-way to a demarcation point in the
building, and then requires internal, standards-compliant building cabling or cable pathways in new
construction or major renovations. These strategies represent a small burden for developers, and a
potentially noteworthy incremental benefit to the locality – especially if the community is likely to see
extensive rehabilitation of existing residential units over time. Examples include:
IX - a. Loma Linda, CA
This model was pioneered by the city of Loma Linda, CA through its Connected Community Program.116 In
conjunction with the city’s development of a citywide fiber optic network, the city council added
connectivity standards to the building code. Loma Linda added language to city building codes, requiring
all new commercial and residential developments (or re-models involving greater than 50% of the
structure) to equip new structures with a fiber and copper cabling. Per the City Ordinance:117
“In recognition of the need to provide local residents and businesses within the community with
additional options to meet their telecommunications needs, as adopted by city council
resolution, all new development projects within the city, regardless of whether such new
development falls within the fiber-optic master plan area, and additions that exceed more than
fifty percent of the original structure that fall within the fiber-optic master plan area, will be
required to participate in, and will be bound by, the connected community program and all
conditions and requirements contained therein. Further, any conditions or requirements of the
connected community program may be required as a condition of approval of any such new
development or addition exceeding fifty percent of the original structure. (Ord. 629 § 1, 2004).”
IX - b. Jerome, ID
In Jerome, all new subdivisions are now required to install fiber-conduit. According to the town’s
subdivision regulations:118
“Fiber Optical Conduit: All developers will be required to pay for and install two inch (2”) SDR11
Smoothwall Innerduct fiber optical conduit, which is orange in color, with pull rope, PG style
service boxes, forty-seven inches (47”) high by forty-eight inch (48”) open bottom and PG style
heavy duty cover with support beam. The placement and construction of the fiber optical
conduit shall be done in accordance with the city of Jerome standards and at the discretion of
the city engineer. (Ord. 994 §2, 2006).”
115
http://www.vait.gis.bev.vt.edu/index.php
http://www.lomalinda-ca.gov/asp/Site/LLCCP/AboutLLCCP/Introduction/index.asp
117
http://qcode.us/codes/lomalinda/view.php?topic=15-15_54-15_54_010
118
http://www.ci.jerome.id.us/wwwroot/userfiles/documents/16/frmPlatReviewNarrative.doc
116
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2. Strategies for Streamlining Essential Local Processes
Local governments should make permitting as easy as possible. By streamlining and publicizing permitting
process, the community can not only reduce the cost of potential deployment, but also ensure a network
owner will collect revenue more rapidly, both of which make a community a better prospect for investment.
Transparency about processes and timelines enables broadband companies to expeditiously plan and
deploy networks and enables localities to manage the costs and burdens of the processes necessary to
meet broadband providers’ needs. Localities and providers can cooperatively plan before construction so
as to understand respective schedules and needs, and so that the provider can plan to stage its work around
known and predictable local processes.
I. Build Broadband into Planning and Staffing of all Relevant Agencies
An initial strategy is to review and address any organizational stovepipes that might exist within Hot
Springs—separations between information technology, permitting, engineering, and utility departments,
for example—and again require that local infrastructure be documented as part of upgrade and
improvement projects and regular maintenance. For example, the entities and agencies managing conduit
may be separated from broadband and network planning agencies by internal reporting structures, and
there may need to be leadership intervention for these entities to share and collaborate.
Hot Springs should consider developing processes and structures that formalize the roles of department
leadership in broadband planning, and ensure that any broadband opportunity is identified, receives proper
review, and is acted upon promptly. Processes and structures will work best if they are mandated by the
community’s legislative body, and the process is widely understood as a means of getting more for the
locality as a whole. To that end, elected leaders and staff should be informed about progress or activity in
broadband, which should create a positive feeling about the value of the process.
A strong coordination process has the following elements:119

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
A clear point of entry
Applicability to small and large projects
Review by expert individuals
Consultation with all relevant departments
Speed
Accountability
Transparency
Support of local leaders
2. II. Streamline Local Processes for Permitting
Efficient and streamlined processes can be one way in which broadband projects may proceed
expeditiously. It is recommended that all processes required for a broadband project be formalized and
well publicized to the industry. These range from rights-of-way access to permitting to final inspection and
approval. Full transparency about these processes is the single most effective means by which to enable
the communications industry to expeditiously plan and deploy networks.
119
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For example, however long the Hot Springs’ current process for reviewing and approving permit
applications, that process and timeframe should be publicized and then consistently met. While Hot Springs
may occasionally have limited resources— sometime many different companies and industries can
simultaneously require local permit review and other types of local support. Thus, local needs and
resources should determine how long the process will take—while transparency about the amount of time,
and a firm commitment to adhering to that timeframe, will meet the needs of the private entity. The private
ISP may wish for a faster process, but at a minimum it will have the benefit of a transparent and open
process—with a predictable timeframe under which it can plan its own project.
In Indiana, the Broadband Ready Communities Development Center was created to encourage broadband
deployment by serving as both an information resources and by certifying local communities as being
“broadband ready.”120 The Broadband Ready Community certification sends a signal to the
telecommunication industry that a community has taken steps to reduce barriers to broadband
infrastructure investment. In order to comply with statutory requirements, a unit seeking the Broadband
Ready Community certification must institute procedures that provide for:
1. The appointment of a single point of contact for all matters related to broadband development
projects;
2.
The establishment of procedures to allow for the electronic submission of all forms, applications,
and documentation required for a broadband development project;
3.
A requirement that all permit applications are approved or denied within 10 business days after
they are filed; and
4. An assurance that all inspections related to a broadband project will be completed in a timely and
expeditious manner.
These procedures must also prohibit the unit from:
5. Requiring the designation of a final contractor to complete a broadband project;
6. Imposing a fee to review an application or to issue a permit on a broadband project;
7. Imposing a seasonal moratorium on the issuance of permits for a project; and
8. Discriminating among communications service providers.121
3. Making Useful Information Accessible
By publishing data regarding existing fiber, conduit, and other relevant assets, Hot Springs can enable
providers to consider leasing local infrastructure as part of their network designs and business plans. Access
to this information can both attract and speed new construction by private partners, while enabling the
community to meet its goals for new, better broadband networks—and potentially to realize revenues for
use of the assets.
120
http://iedc.in.gov/programs-initiatives/broadband-ready-communities-development-center
121
http://iedc.in.gov/assets/files/Docs/2015%20downloads/Broadband%20Ready%20Fact%20Sheet%20(07172015)(1).
pdf
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I. GIS Data Sets
The Hot Springs GIS Department should ensure that the following data sets are publically available where
possible, though some restrictions (such as Homeland Security concerns) may prevent their disclosure.

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Addresses and streets
Rights-of-way and easements
Building footprints
Streetlights
Neighborhood boundaries
Parcels
Utility poles
Overhead strand
Conduit
Fiber
Manholes
Zoning
Existing underground utilities
This kind of detailed information can enable a prospective broadband provider to plan efficiently in a range
of areas. First, the provider can learn what resources exist (such as space in the rights-of-way space,
manholes, poles, and conduits) that are usable and leasable for the project and who to contact about
leasing those resources. Second, the provider can develop more accurate forecasts of construction costs
and schedules and identify in advance areas of risk and critical path items, such as easement access and
bridge crossings. Third, the builder can create a large percentage of the outside plant design from the
existing information, reducing the time and effort needed for fieldwork.122
2. Document Conduit and Fiber Assets
Conduit and municipally-owned fiber’s utility is frequently only as good as the documentation that enables
the locality (or its private partners) to understand where and how it is built and maintained. For example,
fiber optic construction requires high-quality documentation and GIS mapping as part of the initial and
lifecycle budgets. Well-documented conduit, like well-documented fiber, requires effort and consistency,
and needs to be regularly updated.
Conduit Best Practices
122
46 | P a g e

Conduit documentation should include the path, size, location (vertical and horizontal), access
points, and design specifications (bends, availability of pull strings, composition).

Documentation should be centralized. For example, conduit information might be stored on paper
maps or standalone CAD files of individual site plans or traffic intersections, or may be on separate
permit applications (which may not be retained over time). Over time, conduit might have been
given away, sold, traded, or simply taken by another utility. Also, conduit built for one purpose
(twisted-pair copper, power) might not be suitable for broadband. In the case of conduit built for
copper, the bend radius might not support fiber cables. In the case of conduit built for power, there
may not be sufficient clearance from power lines to safely use for fiber. Sufficient documentation
can enable localities to track and understand these issues and plan accordingly.
Fiber Best Practices

In order to create value, the locality’s fiber documentation should indicate where the fiber is,
whether it is aerial or underground, and where it is located spatially on a pole or underground.

Fiber documentation should also include conduit color, fiber count, pole locations, and location of
asset points.
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VIII. COMMUNITY-DRIVEN WI-FI
In the early 2000s, many cities around the world announced plans to construct city-wide Wi-Fi networks.
Despite some high-profile failures in citywide municipal Wi-Fi, recently several smaller-scale projects have
found their footing, often building the network for other municipal purposes, such as automated meter
reading or public safety.123 Providing public Wi-Fi zones and hotspots is not in any way equivalent to rolling
out fiber-to-the-home gigabit service, but it can be part of any city’s incremental connectivity plan – either
as a stepping-stone to future, more robust offerings or a complementary service to other offerings. Public
Wi-Fi also offers benefits to disaster relief, economic development and digital literacy, and tourism and
town promotion.
How to Create a Wi-Fi Zone
Three main models exist for creating Wi-Fi zones.



Wi-FI zones created by a wireless ISP (e.g. Boingo Wireless)
Wi-Fi zone set up by a company that uses existing ISP (e.g. Starbucks and Google)
Wi-Fi set up by local community
While it is recommended that Hot Springs complete an engineering feasibility study in order to gain a better
sense of what is possible, the Vermont Council on Rural Development’s Planning and Implementing a WiFi Zone guide offers an easy to understand guide to developing a community-drive Wi-Fi zone.124
Step 1: Meshing
In contrast to a Wi-Fi hotspot, which you might find in a coffee shop or restaurant, “Wi-Fi zones” utilize a
mesh system, whereby several devices are installed which “talk to each other.” By using devices that mesh,
a Wi-Fi zone covers much more area than a hotspot. To create a “wireless mesh” several pieces of hardware
are installed that talk to each other and serve to create a zone. They mesh with each other, meaning that
as you walk through the zone, your smart phone or computer will pick up the signal from whatever
hardware you are closest to without disconnecting from the one you are leaving behind and asking you to
reconnect to a new area. The result is a larger area with very good signal throughout.
Step 2: The Equipment
Hardware
There are a number of different hardware options that you can use to create a wireless mesh network.
Access Point
In a wireless network, an access point is a station that transmits and receives data. Each access point can
serve multiple users within the defined network area; as people move beyond the range of one access
point, they are automatically handed over to the next one. The number of access points required increases
as a function of the number of network users and the physical size of the network.
123
Failures: Sunnyvale, CA - http://www.muniwireless.com/2009/09/28/st-cloud-shuts-down-free-citywide-wifiservice/ ; Philadelphia, PA- http://technical.ly/philly/2015/03/04/cities-learn-phillys-failed-municipal-broadbandeffort/ ; Seattle, WA - http://www.zdnet.com/article/seattle-ends-free-wi-fi/ ;
124
http://vtrural.org/programs/digital-economy/services/wifi/toolkit
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For an outdoor wireless mesh, Hot Springs should consider equipment that can withstand rain and both
high and low temperatures. There were a number of options for these types of equipment, including (but
not limited to):
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Cisco Aironet & Meraki
Aerohive
Aruba
Ruckus Wireless
Firetide
Gateway
Most of the devices listed above function as both gateways and repeaters. A gateway takes internet from
a dedicated connection (it is plugged in, usually with a Power over Ethernet cable,) to a standard internet
connection. For municipal Wi-Fi zones, a basic business level subscription is recommended. This connection
is what brings Internet to the Wi-Fi zone.
Repeater
Typically the same piece of hardware as a gateway, repeaters are not hardwired to the Internet. Rather,
they extend the size of the Wi-Fi zone by repeating the Internet connection via one or more radios, and
meshing with each other. One benefit of many of these systems is that these devices begin as gateways,
but if the internet connection fails, they will automatically reconfigure into repeaters, taking a signal from
another Gateway.
Software
Software is used for monitoring the zone and to ensure everything is working correctly. This software is
also called a “cloud controller” because it resides on remote servers (the “cloud”) and can be accessed via
the internet from anywhere.
Controls
Most cloud controllers utilize a proprietary dashboard to monitor the zone. The cloud controller is
password protected, and can be accessed through any browser. The controller can:

Monitor access points: See what the load on each access point is, and flag when there is any issue
associated with that access point.
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Track usage: Delve down to individual IPs and see who is using what site, as well as how long each
IP is on the network for. This means that it is possible to find and potentially block abusers of the
free network. (For instance if a user is downloading illegal music, he/she can be kicked off or
blocked completely from the network.) It also means that it is possible to see which sites are most
popularly visited on the network. For example, is it used mostly for checking email, or for reading
local restaurant reviews?
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Track number of clients: This is helpful in monitoring when the busiest times of the day are. For
example, you can see spikes during town festivals. It is also tracked per access point, so you can
see how many people are connected to each individual access point.

Track speed: See what the upload and download speed on the network is, as well as on each access
point, and change it if necessary.
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Track OS, manufacturers, and clients: See exactly what types of devices people on the network are
using. If it is mostly phones, for instance, then maybe creating more responsive web design is in
order for optimized usage.

Configure access control: Change access to the network based on individual IPs, or by Access Point.
There is even the option of creating a private network on a single Access Point that is completely
separate from the public network. You can also set the network to time people off every thirty
minutes, for example, so they have to log back in to continue using the free internet.

Administrate splash page, and user experience: Create a splash page that makes each user agree to
the terms and conditions of using the public internet. This page can also advertise those individuals
or businesses who are donating bandwidth. It can redirect to whatever landing page is decided on.
These landing pages often advertise the town, for instance: http://wirelesswoodstock.org/
Step 3: Incorporating the Community
In order to successfully support a Wi-Fi zone, Hot Springs should pursue buy-in from multiple stakeholders.
On a practical level, you should identify a stakeholder to moderate the zone, and an organization to take
ownership of the equipment. On a larger scale, the more voices that are included in the planning process
of the zone, the more people will be informed about it, and the more successful it will ultimately be.
Necessary stakeholders in creating the zone include:
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Local business owners
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Local town or city government officials

local downtown revitalization groups
The town must also designate a Moderator and a Point Person:
Moderator Responsibilities

Look after the Wi-Fi zone once it is up and running

Moderate the zone, using the cloud software provided, to ensure there is no abuse of the free
internet

Be the first point of contact for community members with questions once the zone is live

Be responsible for maintaining the zone, and moderating it through cloud-controller
Monitoring the system can take as much or as little time as the monitor wants to put into it. With many
towns, once the network is set up so that a few key sites or types of content are blocked, and a few security
measures are put in place, the network can run by itself. However, in other communities, the monitor
checks in weekly to make sure there is no abuse. Others, who are more interested, may choose to spend
more time analyzing the network and adjusting the usage, but once it is set up, this isn’t necessary. The
network can be set up to email the monitor once a month with a report, and will also email if an access
point goes down. This is when the monitor will need to check the problem and see whether the internet or
power has gone down, and whether the access point needs to be restarted or if customer service should
be called.
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Point Person Responsibilities
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Connect with members within the town to gain input into best placement for the overall zone

Gain permission from landlords, select boards, and town businesspeople for equipment placement
on their buildings
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Address any concerns that the community might have about the project

Be responsible for coordinating the process, creating a liaison between business owners and
technicians
Many municipalities also contract with an experienced technician to survey local sites to determine best
positions for the gateway and repeaters. Ideally a contractor should have experience with wireless
networking and the software necessary to test signal strength when conducting a site survey to plan the
zone. The point person in town works with the contractor to find best locations for the equipment, then
with building owners for permission to place the equipment at these sites.
Step 4: Maintaining the Zone
Once the zone is up and running, it will require some ongoing maintenance. While this maintenance is
minimal, it is important for the moderator to be comfortable with the process of troubleshooting access
points, and adjusting controls on the cloud controller. Some settings may need to be adjusted as the Wi-Fi
zone continues and the moderator responds to public input. For example, most public Wi-Fi zones are set
with speeds fast enough to easily access information online but not fast enough to compete with
commercial subscriptions. Most towns also set up a fund to save for equipment replacements, advertising
the zone, and / or expanding the zone if demand grows.
Strategies for Maintaining the Cost of a Public Wi-Fi Zone
The cost of an internet connection varies depending on the location, but for a business line, it is usually
between $80 and $100 per month, or approximately $1,000 per year. Finding a way to pay for this has led
to many varied solutions in communities. What follows are ideas for providing ongoing support to a public
Wi-Fi zone:
Add it to the Town Budget
If residents view a Wi-Fi zones as an important part of improving a downtown district, they are often willing
to budget for it.
Find a Business Group to Sponsor It
One of the benefits that comes with having a Wi-Fi zone is the ability to have a landing page that everyone
who logs onto the zone will see. If you’ve ever logged onto a wireless connection at a hotel or in an airport,
you know that after you agree to the terms and conditions, you end up at that hotel or airport’s website.
In a town, you can be redirected to a site that shows the benefits of staying in town a little longer,
showcasing local businesses. Because the Wi-Fi zone can benefit businesses in this direct way, groups of
local businesses or a chamber of commerce often offer to cover the cost of the internet connection.
P a g e | 51
Fund the Zone through Local Business Advertising
Via a landing page, there is an opportunity for local businesses to advertise their services to people who
they know are within walking distance of their location. For instance, logging onto the zone, a client is
redirected to a page where she might see a coupon from a local restaurant offering a free appetizer if she
shows the coupon at the restaurant. A business might be willing to pay $30 a month to sponsor such an ad,
knowing that a potential customer who has seen that ad is close to the store. Put three ads like this on a
landing page and the zone can pay for itself.
Create the Zone with “Broadband Donations” from Local Businesses
While it is recommended that a zone have one dedicated internet line used solely for the Wi-Fi zone, which
guarantees a certain amount of bandwidth for the zone itself, it is possible to create a zone by “borrowing”
internet from a number of local businesses’ connections. For instance, if a local coffee shop has free Wi-Fi,
and a restaurant down the road does as well, each business can host a piece of equipment on their building,
keep their own hotspot, and donate any leftover bandwidth to the public zone. The more pieces of
equipment “injecting” internet into the zone, the stronger it becomes, because if one line goes down,
chances are the others will stay up.
Wi-Fi Zone Case Studies
Springdale, AR: Leveraging Government Wi-Fi to Expand Service for Residents
The city of Springdale, AR now offers free Wi-Fi service in city buildings and parks, an area that covers over
240 acres.125 An average of 1,200 park visitors connect to the Wi-Fi on a daily basis, and with little added
expense to the city’s budget, the Wi-Fi project has been a success. Those hot spots scored the city a win as
a 2014 Arkansas Business City of Distinction in the Technology Advancements category for cities with a
population over 20,000.126
The idea got its start in 2012 as a concept to cut wasted time and resources at City Hall. Wi-Fi access was
installed there to enable City Council members to carry mobile tablets into meetings instead of paper
agendas that took hours to prepare, copy and distribute. While city employees used the Wi-Fi to access
their internal applications and software, a guest version of the service was introduced for visitors wanting
to connect to the Internet. The success of the network encouraged officials to expand Wi-Fi to other areas
of the city.
The network has now expanded to include 16 city buildings, including the public library, animal services
and all six fire stations, as well as five parks in the city. The city's Information and Technology Department
was put in charge of the initial set-up, budgeting $2,800 for equipment and installation per location. The
current monthly bill for the city per park location is $80, while municipal buildings leverage the city's existing
network infrastructure.
The City utilizes two internet connections that are figured for failover and load balancing of internet traffic.
One connections is 50 Mbps and the other is 24 Mbps. The network has policies in place to throttle
individual guest devices from utilizing excessive bandwidth, as well. The service is also kept in check with
125
126
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http://www.springdalear.gov/free_wifi.php
http://www.arkansasbusiness.com/supplements/8/city-of-distinction
safeguards such as firewall protection to filter explicit websites. At the library, a library card number and
password is required to access the free service.
Prestonsburg, KY: Providing Connectivity to Underserved Residents
Prestonsburg is a classic underserved community with population of less than 4,000 residents, nestled in
the foothills of the Appalachians, and is in the process of transitioning its economy from coal mining to light
industry and tourism. Prestonsburg’s Economic Director, with an $8,500 budget, partnered with Meraki, a
provider of affordable “do it yourself” mesh networking solutions, to connect a 2-mile stretch through the
town’s downtown core.127 Serving 6,000 users regularly, the community leveraged Wi-Fi as a competitive
advantage when convincing new businesses to set up shop to the area.128
Boston, MA: Leveraging City-Owned Fiber Assets
In 2014, Boston launched the “Wicked Free Wi- Fi” project.129 The first site was the neighborhood of Grove
Hall because of its concentration of low-income communities and its lack of Wi-Fi. The network spans 1.5
miles and serves about 10,000 individual users per day.130 Designed to supplement mobile use, rather than
replace in-home broadband, the project connects users to the Web via the city’s own high-speed fiberoptic network.
Blacksburg, VA: Creating a Pilot Innovation Zone
Blacksburg is home to a free gigabit Wi-Fi network that covers about 40% of the downtown area. Initial
funding to install the fiber at two locations was modest – approximately $90,000 – and was collected
through a crowdfunding campaign (including 181 individuals and nine corporate sponsors) started by
TechPad, a local co-working and hacking community.131 The network went live in the fall of 2013 and was
funded for an 18 month pilot.132 The organizers intend to use the first few years of the project to gauge
local demand for faster speeds and, with that knowledge, to transition to a sustainable funding model.
Seattle, WA: Turning Unused Spectrum into City Wi-Fi
In spring of 2015, Seattle’s mayor announced a new free Wi-Fi network was being rolled out at the Seattle
Center – the 74 acre hub of Seattle that once housed the 1962 World’s Fair and is perhaps best known as
the home to the iconic Space Needle.133 The city is partnering with Microsoft to utilize TV White Space
technology to create a large, powerful wireless network for citizen use – reportedly capable of serving
25,000 users at once.134
127
http://www.govtech.com/wireless/Mesh-Network-Creates-Low-Cost-Muni-Wi-Fi.html?topic=117699
https://meraki.cisco.com/lib/pdf/meraki_cs_prestonsburg_KY.pdf
129
http://www.cityofboston.gov/DoIT/wifi/
130
https://www.bostonglobe.com/business/2014/04/08/boston-launches-wicked-free-network-starting-grovehall/m3JI6hmWTCvQa8Ca4ZrLuK/story.html
131
https://www.tilt.com/campaigns/lets-bring-gigabit-internet-and-free-public-wifi-to-blacksburg/description
132
http://www.virginiabusiness.com/regions/article/free-gigabit-wi-fi-comes-to-downtown-blacksburg
133
http://www.geekwire.com/2015/microsoft-rolls-out-wi-fi-on-steroids-in-shadow-of-space-needle-seattle-centergets-upgraded-free-network/
134
http://www.seattlecenter.com/microsoftwifi/
128
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IX. A DIGITALLY INCLUSIVE HOT SPRINGS
When the U.S. Department of Commerce first started measuring how many Americans used the internet
in the 1990s, Larry Irving, then head of the Department’s National Telecommunications and Information
Administration (NTIA), invoked the term “digital divide” to describe the internet’s “haves” and “have nots.”
At a time when one in seven Americans used the internet, that binary notion of access shaped policy, and
still does, to varying degree. Recent federal policy intervention has been to subsidize the infrastructure (i.e.
provide fiber / cable lines or wireless service to underserved areas). In fact, of the $7.2 billion made
available for broadband funding during the American Recovery and Reinvestment Act of 2009 (ARRA), over
90% was focused on providing infrastructure.
However, as the internet and broadband-enabled technologies become necessities for everyday American
life, the digital divide has increasingly been defined in terms of the gap that exists between those that have
the internet and know how to use it and those that don’t. Thus, rather than strictly being an issue of
broadband supply, the digital divide can perhaps more accurately be described as an issue of demand.
Indeed, a recent joint study by Mississippi State University, University of Texas, and Oklahoma State
University suggests that, while the supply side focus is still important, significantly more attention should
be given to inducing demand through educational and awareness efforts, which in turn, drives
deployment.135
Digital inclusion, or efforts to bridge the digital divide, encompasses not only access to the internet, but
also ensuring the availability of hardware and software; relevant content and services; and training for
digital literacy skills required for effective use of information and communication technologies.136 The cost
of digital exclusion is great. Without access, full participation in nearly every aspect of American society –
from economic success and educational achievement, to positive health outcomes and civic engagement
– is compromised.
Who’s Offline?
Multiple data sources exist for measuring household broadband adoption. In its 2015 Broadband Progress
Report, the FCC reported that 62% of American’s subscribed to fixed broadband service at a basic speed of
3 Mbps download / 768 Kbps upload, a speed tier that has been used to measure broadband availability
during ARRA programs.137 In 2014, the U.S. Census Bureau released data from the 2013 American
Community Survey indicating that 73% of households report subscribing to home broadband service. 138
The Pew Internet & American Life Project has investigated who in the U.S. are non-adopters and why since
2000. According to Pew, in 2013 70% of Americans had a broadband connection in their home.139 Most
135
http://www.sciencedirect.com/science/article/pii/S0740624X15000325
http://www.imls.gov/assets/1/AssetManager/BuildingDigitalCommunities_Framework.pdf
137
https://www.fcc.gov/reports/2015-broadband-progress-report ; Data is current as of Dec. 31, 2013. The FCC
defines the adoption rate as the ratio of residential connections to fixed broadband service divided by the total
number of household in the area with access to advertised broadband services. The FCC collects data about
broadband connections from providers twice a year on Form 477, which this adoption data is based on.
138
http://www.census.gov/programs-surveys/acs/data/summary-file.html
139
http://www.pewinternet.org/2013/08/26/home-broadband-2013/
136
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literature are in agreement that three in ten Americans do not subscribe to a home broadband subscription,
meaning that approximately 100 million Americans are offline.
Survey work has found overlap between people who do not adopt the internet in the home and other
socioeconomic groups. Certain groups such as African Americans, people in poverty, people over the age
of 65, and people with low educational attainment had lower than average home broadband adoption
rates, according to the 2013 Broadband in the Home Report.140 In another 2013 survey, Pew investigated
what they call “offline adults,” or adults who might know about the Internet, benefit from it, or even live in
a household where it exists, but still opt not to use it. They found that 15% of American adults fall into this
category. These people are often senior, they tend to make under $30,000 and they didn’t graduate from
high school.141
Digital inclusion is not just about getting people on current broadband speeds – it’s an evolving problem
that requires constant redefinition. It’s not just facilitating home adoption, but also having users reach a
certain level of skill and fluency. For instance, if we see broadband adoption not just as binary (determined
by the question, “Are they subscribed or not?”), but as also including a spectrum of comfort and skill, it
becomes more complex and perhaps more relevant to the opportunity that local stakeholders and
policymakers care about. For instance, should Hot Springs think about bridging the digital divide in terms
of getting low-income neighborhoods online? Or is bridging the digital dive also about making sure that a
low-income neighborhood has enough digital fluency to compete and thrive in the digital age? Within this
framework, digital inclusion becomes less of an infrastructure issue, and more of an education and
workforce priority.
According to a recent Digital Readiness Report conducted by John Horrigan, a co-author of the FCC’s
National Broadband Plan, nearly one-third of Americans have trouble navigating the Internet – whether
they have access to it or not.142 The concept of digital readiness implies that equity is not just about ensuring
everyone is online, but about making sure everyone is online and capable – whatever “capable” might mean
in 2015, 2020, or beyond. Digital readiness implies that the digital divide challenge might be ever evolving
and ever-changing as new technologies are introduced and adopted by society.143
Academic studies, think tanks, nonprofits, and government agencies alike agree on the major barriers to
household broadband adoption: relevance, cost, and digital literacy. Taking inventory of agreed upon
obstacles to adoption in the literature leaves us with the following major categories:
Cost
Relevance
Skills
Access
Hardware
• "It's too expensive."
• "I don't see why I need it."
• "I don't know how to use it."
• "My house doesn't have access."
• "I don't have a computer."
140
http://www.pewinternet.org/2013/08/26/home-broadband-2013/
http://www.pewinternet.org/2013/09/25/whos-not-online-and-why/
142
http://jbhorrigan.weebly.com/uploads/3/0/8/0/30809311/digital_readiness.horrigan.june2014.pdf
143
http://onlinelibrary.wiley.com/doi/10.1002/asi.23020/abstract
141
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These barriers commonly work together, creating complex, multi-layered obstacles to home adoption. In
surveys, non-adopters usually cite two or three of barriers when they did not invest in a subscription.144
Most literature recommends several popular approaches to combating the digital divide. In 2013, the NTIA
released the Broadband Adoption Toolkit, based on lessons learned from more than 200 federally-funded
digital inclusion projects across the U.S., which recommended the following interventions:
Device Lending
or
Refurbishment
Public
Computer
Access
Internet
Subscription
Subsidy
Programs
Awareness
Campaigns
Home
Broadband
Adoption
Digital Literacy
Training
Each type of approach addresses one or more of the common barriers to broadband adoption.
Public Computer Access
Public computing centers can address the skill barrier as well as cost
barriers associated with hardware and monthly at-home broadband
subscriptions.
Hardware Programs
These address the portion of the cost barrier associated with purchasing
hardware (a computer, tablet, etc.)
Subsidy Programs
These address the portion of the cost barrier associated with monthly
access subscriptions.
Awareness Campaign
These address relevancy barriers that exist when people do not know
how to derive personal value from the internet.
Digital Literacy Training
These address the skill and relevancy barriers to broadband adoption.
Depending on the target audience, the curricula could focus on basic
skills (e.g. keyboarding or using a mouse) or more advanced skills (e.g.
evaluating online information or creating digital media).
It is important to note that these interventions are often used in combination. For example, the non-profit
Connect Ohio combined bi-lingual public awareness campaigns, discounted broadband subscriptions, and
free digital literacy training at community centers to increase home broadband adoption across Ohio.145
144
145
56 | P a g e
http://transition.fcc.gov/DiversityFAC/032410/consumer-survey-horrigan.pdf
http://connectohio.org/every-citizen-online
Arkansas Broadband Adoption
Federal data sources agree that overall, broadband adoption is lagging in Arkansas. U.S. Census Bureau
data from 2013, released in late 2014, indicate that while 73% of American households report subscribing
to broadband internet, only 60% of Arkansans do.146 Similarly, in its 2015 Broadband Progress Report, the
FCC reported that 62% of American’s subscribed to fixed broadband service at a basic speed of 3 Mbps
download / 768 Kbps upload.147 In comparison, the report found that only 38% of Arkansas households
subscribed to service at this speed. As speeds increase, Arkansas adoption rates decrease significantly.
Adoption Rate – 2013
U.S. Census
“Broadband Internet”
FCC: 3 Mbps/
768 kbps
FCC: 10 Mbps /
768 Kbps
FCC: 25 Mbps/ 3
Mbps
United States
73%
62%
52%
29%
Arkansas
60%
38%
29%
25%
In 2014, however, Connect Arkansas reported that 80% of Arkansas residents used the internet, and 62%
of households subscribed to broadband in their home. This is perhaps reflective of Connect Arkansas
defining broadband as a service provide > 768 Kbps download speed, which was the definition when
Connect Arkansas was formed. The 2014 Connect Arkansas Broadband Survey indicated severe gaps in
broadband adoption by education, age, income, race, and disability.148
Chart IX.1 - Arkansas Broadband Adoption
70%
62%
60%
46%
50%
52%
African
American
Disabled
37%
40%
30%
50%
28%
20%
10%
0%
State Average No HS Degree
Age 65+
Income < $25k
146
http://www.census.gov/history/pdf/2013computeruse.pdf
https://www.fcc.gov/reports/2015-broadband-progress-report ; Data is current as of Dec. 31, 2013. The FCC
defines the adoption rate as the ratio of residential connections to fixed broadband service divided by the total
number of household in the area with access to advertised broadband services. The FCC collects data about
broadband connections from providers twice a year on Form 477, which this adoption data is based on.
148
http://stc.arkansas.gov/Documents/Reduced-Broadband%20Manager's%20ActivitiesOperations%20Report%20(PE%2012.31.pdf
147
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The 2014 Connect Arkansas Broadband Survey also identified barriers to broadband among non-adopters.
The top barrier reported was relevance, with 44% of respondents indicating that they believed that the
internet was “waste of time” or that they were too busy and didn’t need or want broadband service at
home. A distance second place, 24% of non-adopters reported that price was the main barrier to
broadband adoption, either finding that a subscription would be too expensive, or indicating that they did
not have a computer. Additionally, 21% reported a lack of digital literacy or usability as a barrier, indicating
that they found the internet difficult to use, that they were “too old” or physically unable to use the
internet, or that they were worried about a virus or spyware. Finally, only 11% of non-adopters indicated
that their main barrier to a home broadband subscription was the availability of broadband internet service.
Chart IX.2 - Barriers to Broadband Adoption
Relevance (Not interested, waste of time, too
busy, don't need or want it)
44.0%
Price (Too expensive or don't have a
computer)
24.0%
Usability (Difficult or frustrating, too old,
don't know how, physically unable, worried
about virus or spyware)
21.0%
Availability / Access
11.0%
0%
10%
20%
30%
40%
50%
Hot Springs Broadband Adoption
According to the U.S. Census Bureau’s 2013 American Community Survey data, 64% of Garland County
households report subscribing to a home broadband connection, compared to 60% at the state level. 149
Since the U.S. Census Bureau just began measuring home broadband adoption, trends data showing change
over time are not yet available.
U.S. Census Bureau – 2013 American Community Survey
Has a computer
& broadband
Has a computer
& dial-up
Has a computer,
no internet
No computer
Arkansas
60%
1%
16%
22%
Garland County
64%
2%
14%
20%
149
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http://www.census.gov/history/pdf/2013computeruse.pdf
Starting a Broadband Adoption Program
As more services and information migrate to online-only formats, the human and social costs of not being
online are amplified, reinforcing existing patterns of isolation and disadvantage. Increasing adoption and
utilization of broadband in Hot Springs is essential for community development, and in order to create
demand for investment in ubiquitous high-speed broadband service. Building a digitally inclusive
community requires multiple strategies, collaborations, and creativity.
Through the Broadband Technology Opportunities Program (BTOP), NTIA awarded nearly half a billion
dollars in grants to improve public computer centers and increase broadband adoption. Each project was
designed to meet local needs, engage specific audiences and demographic groups, and demonstrate the
power of being connected. In 2013, NTIA released a Broadband Adoption Toolkit based on the field-tested
practices of recipients from the Sustainable Broadband Adoption and Public Computer Center grant
categories of BTOP.150 The Toolkit is a guide to planning and carrying out effective adoption programs with
a wide variety of audiences, including youth, low-income, and seniors.
The following guidelines for developing community broadband adoptions are adopted from the NTIA”s
Broadband Adoption Toolkit. It follows four core steps:
1. Needs Assessment: Form a clear understanding of the needs and opportunities in the
community – and how broadband can address them.
2. Stakeholder Engagement: Identify and engage a wide range of stakeholders in the program.
3. Program Planning: Develop an implementation plan that includes specific, measureable,
achievable goals, and aim high.
4. Continuous Improvement: implement a continuous cycle of reflection, data collection, and
program improvement.
“Begin with the end in mind” is one of the seven habits of highly effective people, from Stephen R. Covey’s
book of the same name.151 The ultimate goal, or “end state,” of a broadband adoption program is defined
by the positive change it will make in the social, economic, or cultural life of Hot Springs. Because
broadband adoption is fundamental to success in many areas of modern life, the end state may be related
to education, healthcare, employment, civic participation, or many other domains. Describing a clear end
state at the outset of a new program can help ensure that activities generate the expected benefits.
Step 1: Understand Community Needs and Opportunities
All communities have both assets and needs. A successful program uses the community’s assets effectively
to meet its needs. Examples of a Hot Springs’ assets are its organizations, physical spaces, people,
institutions, and culture. Community needs include economic sustainability, a clean environment,
education, public safety, shelter, and healthcare. A broadband adoption program can leverage many
different kinds of community assets and address a broad array of needs, but it must be guided by a clear
and specific answer to the question, “What problem are we trying to solve?” The first step in this process
is gathering information.
150
151
http://www2.ntia.doc.gov/files/toolkit_042913.pdf
https://www.stephencovey.com/7habits/7habits-habit2.php
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To assist in “mapping” or inventorying the community assets and assessing its needs, a program designer
should:




Gather general information about the community: What is the demographic make-up of the
community? What languages are spoken? What resources or assets are already in place?
Identify existing community problems or needs: These may be community-wide or related to a
specific audience or neighborhood.
Collect broadband adoption information about the community: Who is online, and who isn’t? How
are community members accessing the Internet (e.g., home subscriptions, public computer
centers, mobile devices)? What are popular online activities?
Identify existing broadband adoption and digital literacy programs: What community institutions
offer these programs? Do they target specific community members (e.g., youth, seniors,
immigrants)? Is anyone else working on this issue?
Use the findings of the community assessment to focus program goals. For example, perhaps a larger
community goal is to help seniors manage their health. The community has a substantial senior population,
and many of them do not use the Internet. The community assessment may show that a local nonprofit
provides computer training for the general public, but there is a lack of programming targeting seniors or
providing information about online health resources.
Step 2: Identify and Engage Stakeholders
Identifying and getting to know relevant stakeholders is critical to the success of broadband adoption
programs. Anyone can be a stakeholder. At this stage, it is critical to gather as much information as possible
about the people and organizations that could be affected by or interested in the program and the problem
it aims to solve. Three important stakeholder groups are program beneficiaries, potential partners, and
community influencers.
Program Beneficiaries: These are the individuals and organizations that could benefit from the program. For
instance, seniors could improve their health, and local government could benefit from cost savings on
healthcare.

What individuals or groups of individuals could benefit, and in what ways?
o What are their needs and goals?
o What are their attitudes toward using computers and the Internet?
o What skills do they have, and what skills do they need?
o What are their trusted information sources?

What organizations could benefit, and how?
o Local government
o Healthcare providers
o Social service providers
o Senior centers
o Businesses
Potential Partners: These include non-profits, public institutions (e.g., schools and libraries), the business
community, civic groups, and others who can contribute to the program.
60 | P a g e





How is the project aligned with their missions?
How can they participate (e.g., funding, contributions of facilities or staff time, publicity, etc.)?
Are there opportunities to combine resources?
How could they promote the program to their constituents?
How can their expertise help the program provide better quality services?
Community Influencers: Local government, media groups, faith-based organizations, and other community
leaders can provide insight into community needs and facilitate connections with community members.


How could these influencers be informed about the program?
What support can they provide to the program?
Information from stakeholders can help to describe community needs and preferences, and shape the
direction of the program. For example, a needs assessment may find that seniors are a bit fearful of trying
new technology, but they would like skills to better manage their health. It may also find that senior centers
or senior living complexes would be willing to host training events for their constituents and would welcome
involvement in the program.
Stakeholder input should be gathered throughout the life of the program, not just during the planning
stage. Each step of the way, stakeholders should be asked for their feedback—making the wrong
assumptions about what they want can hurt the success of the program. Listen and be ready to act on the
feedback to improve the quality and the impact of the program. The NTIA also produced a Stakeholder
Outreach and Sustainability Toolkit, which includes strategies for mapping a network of possible
stakeholders and including them in program planning and implementation.152
Step 3: Create an Implementation Plan
The previous two steps focus on gathering information about community needs, assets, and stakeholders.
Programs can use this information to formulate an opportunity statement, which identifies the target
audience for the program, their needs, and the benefit or impact the program is trying to achieve. The
opportunity statement should be specific and tailored to the community based on the research and analysis
performed. Using a previous example, an opportunity statement could be: “Seniors need basic digital
literacy skills so they can use the Internet to better manage their health.”
Whoever the audience, in order to engage your residents in a broadband adoption program, they need to
connect their activities to immediate personal goals or needs. Put simply, the message is not “learn to use
a computer” but “learn how to connect to your doctor and get health information online.” Individuals may
want to earn a GED, find a better job, communicate with friends and family, or access news and
entertainment. Digital literacy skills are a tool to accomplish those goals; they are not an end unto
themselves. While developing and implementing the adoption program, keep in mind the needs of the
individuals that the program is serving.
Once the opportunity is defined, a program can build out the goals and activities.

152
Set specific, measurable, achievable goals. For example, “We will teach 100 seniors how to find
health information on the Internet by the end of the year.”
http://www2.ntia.doc.gov/files/btop_tookit_2_122110_final.pdf
P a g e | 61






Identify the activities, or tactics, the program will use to achieve this goal. Most successful
broadband adoption programs have used a combination of outreach and training activities. Some
also provided computers or home broadband subscriptions, or have developed specialized training
curricula for their target audience.
Consider the barriers to adoption faced by the target population. Draw on the community
assessment to make sure that the program responds to the needs of the target population, and
take into consideration their ability to access the Internet, current attitudes about technology, skill
levels, and the personal goals that technology can help them achieve.
Assess the resources needed to implement activities (staff, time, funding). Select activities that will
help make the greatest impact with the program’s resources.
Consider partnerships or other relationships that could increase the resources available for the
program.
Determine how to collect information that will demonstrate the impact of the program. This topic
will be explored in greater depth below, but aim to build these information-gathering tasks into
the implementation plans.
Create a plan. This is where “the rubber meets the road” and staff begin to implement program
activities. Identify steps to take, staff or volunteers to perform those steps, and timeframes for
completing them.
Step 4: Continually Improve the Program
Program development does not end when the program is launched. It is natural for programs to evolve as
community needs change, new opportunities arise, and lessons are learned about which activities or tactics
are most effective. A key requirement for continuous improvement is evaluation—building in processes to
collect information about successes and challenges, and planning time to reflect on how the program can
improve.






62 | P a g e
Identify what information the program should collect to demonstrate impact. Using the example of
providing training to seniors, a program may want to collect information on outputs, outcomes,
and impacts.
Consider how to collect this information. Many broadband adoption programs have used surveys,
interviews, and focus groups, among other methods, to collect information.
Collect information from the target audience on how the program is benefiting their lives.
Stakeholders, partners, and other community leaders can also provide insight into changes they
are observing that could be attributable to the program.
Identify specific times when the program will collect feedback. For example, trainers may give
training participants a short survey directly following a class, or the program may hold focus groups
every six months.
Consider how to share the collected information with key stakeholders. For example, a program may
wish to approach local media to do a story on the program, give a presentation at a meeting of
local government to build support for the work, or report on progress made to an entity that helps
fund program activities. Build in a regular time to review what program organizers are learning with
staff and stakeholders.
Adapt the program to increase impact. Don’t consider the program a failure if an activity or tactic
did not work as well as hoped. Speak with stakeholders, revisit the needs of the community, and
try another approach that may resonate more with the target audience. Also keep in mind that
change will not come instantly—give the program a chance to take root, and celebrate even small
successes.
By using the four steps outlined by the NTIA, Hot Springs could be on the path to developing a broadband
adoption program that responds to community needs, and improves and adapts over time. With
stakeholder support and demonstrated benefits, the program would be positioned to serve community
members for years to come.
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X. FUNDING OPPORTUNITIES
Several federal funding sources exist for the development of community broadband initiatives. The
following list should be continuously updated as funding sources transition and evolve. TPMA can assist in
identifying existing and future funding sources, recommending initiatives that should be targeted given
community goals, and providing guidance for writing competitive grants.
1. U.S. Department of Agriculture Rural Development
USDA Rural Development is committed to helping improve the economy and quality of life in America.
Through their programs, Rural Development touches upon each aspect of rural America in a precise and
organized manner.
The financial programs support such essential public facilities and services as water and sewer systems,
housing, health clinics, emergency service facilities and electric and telephone. Rural Development has
continuously promoted economic development by supporting loans to businesses through banks, credit
unions and community-managed lending pools. They offer technical assistance and information to help
agricultural producers and cooperatives get started and improve the effectiveness of their operations.
Additionally, they have provided technical assistance to help communities undertake empowerment
programs.
USDA Rural Development has a multi-billion dollar portfolio of loans and will administer billions in loans,
loan guarantees, and grants through their programs in the current fiscal year. To achieve their mission,
Rural Development assists rural individuals, communities and businesses obtain the financial and technical
assistance needed to address their diverse and unique needs through their specific programs.
1) Community Connect Broadband Grants Program
Provides community access to broadband services in unserved areas through a one-time grant to such
organizations as tribes, cooperatives, private companies, and universities, and uses the infrastructure built
by the grant to create opportunities for continued improvement.
Additional Information:
The funding will support construction, acquisition, or lease of facilities, including spectrum, to deploy
broadband transmission services to all critical community facilities and to offer such service to all residential
and business customers located within the proposed service area.
The funding can be put towards the improvement, expansion, construction, acquisition, or leasing of a
community center that furnishes free access to broadband Internet service, provided that the community
center is open and accessible to area residents before, during, and after normal working hours and on
Saturday or Sunday. All equipment purchased with grant and/or matching funds must be new or nondepreciated.
Eligibility:
Applicants must be organized as an incorporated organization, an Indian tribe or tribal organization, a state
or local unit of government, or other legal entity, including cooperatives or private corporations or limited
liability companies organized on a for profit or not-for profit basis.
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The project must deploy Basic Broadband Transmission Service, free of all charges for at least 2 years, to
all Critical Community Facilities located within the proposed Service Area. Additionally, it should offer Basic
Broadband Transmission Service to residential and business customers within the proposed Service Area.
Contact Information:

Kenneth Kuchno
Telephone: (202) 690-4673
Email: [email protected].
Website: http://www.rd.usda.gov/programs-services/community-connect-grants
2) Distance Learning and Telemedicine Loans and Grants Program
Provides loans and grants to rural community facilities (e.g., schools, libraries, hospitals, and tribal
organizations) for advanced telecommunications systems that can provide health care and educational
benefits to rural areas.
The DLT Program provides three kinds of financial assistance; a full grant, grant-loan combination, and a
full loan.
Eligibility:
To be eligible for a grant, your organization must:
1. Currently deliver or propose to deliver distance learning or telemedicine services for the term of
the grant. To receive a grant, the purposes must meet the grant definition of distance learning and
telemedicine. The DLT program is focused on sustainability. Planning studies, research projects,
and short-term demonstration projects of less than two years will not be considered.
2. Be legally organized as an incorporated organization or partnership; an Indian tribe or tribal
organization; a state or local unit of government; a consortium; or other legal entity, including a
private corporation organized on a for profit or not-for profit basis with the legal capacity to
contract with the United States Government.
3. Operate a rural community facility or deliver distance learning or telemedicine services to entities
that operate a rural community facility or to residents of rural areas at rates calculated to ensure
that the benefit of the financial assistance passes through to such entities or to residents of rural
areas.
Contact Information:

Email: [email protected]
Website: http://www.rurdev.usda.gov/UTP_DLT.html
2. Federal Communications Commission
The Federal Communications Commission (FCC) is an independent United States government agency. The
FCC was established by the Communications Act of 1934 and is charged with regulating interstate and
international communications by radio, television, wire, satellite and cable. The FCC's jurisdiction covers
the 50 states, the District of Columbia, and U.S. possessions.
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The Commission staff is organized by function. There are seven operating Bureaus and ten Staff Offices.
The Bureaus’ responsibilities include: processing applications for licenses and other filings; analyzing
complaints; conducting investigations; developing and implementing regulatory programs; and taking part
in hearings. Our Offices provide support services. Even though the Bureaus and Offices have their individual
functions, they regularly join forces and share expertise in addressing Commission issues. Through these
offices, funding is specifically designed to meet the needs of each applicant.
Universal Service Fund
In accordance with the Telecommunications Act of 1996, the FCC established the following four programs
within the Universal Service Fund, of which the Connect America Fund, Schools and Libraries and Rural
Health Care Programs are focused on expanding accessible, affordable, high-speed broadband service:

Connect America Fund (formally known as High-Cost Support) for rural areas

Lifeline (for low-income consumers)

Schools and Libraries (E-rate)

Rural Health Care
1) Connect America Fund/Universal Service High Cost Program
Provides funding to eligible telecommunications carriers to help pay for telecommunications services in
high-cost, rural, and insular areas so that prices charged to customers are reasonably comparable across
all regions of the nation.
The goal of Universal Service is to promote the availability of quality services at just, reasonable and
affordable rates for all consumers. The program will advance the availability of such services to all
consumers, including those in low income, rural, insular, and high cost areas at rates that are reasonably
comparable to those charged in urban areas
Eligibility:
Wireline and wireless telephone companies seeking to participate in any of the High Cost Program support
components must be designated as eligible telecommunications carriers (ETCs) and meet ongoing
requirements for each component.
Contact:

Website: http://www.fcc.gov/wcb/tapd/universal_service/highcost.html,
http://www.fcc.gov/wcb/tapd/universal_service/ or http://www.universalservice.org/hc/
2) Universal Service Schools and Libraries Program
Provides discounts for affordable telecommunications and Internet access services to ensure that schools
and libraries have access to affordable telecommunications and information services.
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This program is also known as “E-Rate” and is administered by the Universal Service Administrative
Company (USAC) under the direction of the Federal Communications Commission (FCC), and connects the
nation's schools and libraries to broadband. When E-rate was established in 1996, only 14 percent of the
nation's K-12 classrooms had access to the Internet. Today, virtually all schools and libraries have Internet
access. The FCC began updating E-rate in 2010 and in July 2014, released the E-rate Modernization Order
expanding Wi-Fi networks in schools and libraries across America while ensuring support continues to be
available for broadband connectivity to schools and libraries.
Eligibility:
To be eligible:
1.
2.
3.
4.
5.
6.
Schools must provide elementary or secondary education as determined under state law.
Schools may be public or private institutional day or residential schools, or public charter schools.
Schools must operate as non-profit businesses.
Schools cannot have an endowment exceeding $50 million.
Libraries must be eligible for assistance from a state library administrative agency under that Act.
Libraries must have budgets completely separate from any schools (including, but not limited to,
elementary and secondary schools, colleges and universities).
7. Libraries cannot operate as for-profit businesses.
Contact:

Telephone: 1-800-229-5476
http://www.universalservice.org/sl/
3) Rural Health Care Program
The Rural Health Care Program, which includes the new Healthcare Connect Fund, provides funding to
eligible health care providers (HCPs) for telecommunications and broadband services necessary for the
provision of health care. The goal of the program is to improve the quality of health care available to
patients in rural communities by ensuring that eligible HCPs have access to telecommunications and
broadband services. Funding for the Rural Health Care Program is capped at $400 million annually.
The Rural Health Care Program of the Universal Service Fund makes discounts available to eligible rural
health care providers for telecommunication services and monthly Internet service charges. The program
is intended to ensure that rural health care providers pay no more for telecommunications in the provision
of health care services than their urban counterparts. The Rural Health Care Program is currently made up
of four programs: the Healthcare Connect Fund, the Telecommunications Program, the Internet Access
Program, and the Rural Health Care Pilot Program.
The Rural Health Care Program reimburses telecommunications and Internet service providers for services
provided to rural health care providers. While health care providers apply for these discounts, USAC works
in conjunction with service providers to make sure these discounts are passed on to program participants.
Eligibility:
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Eligible organizations include:








Post-secondary educational institutions offering health care instruction, teaching hospitals, or
medical schools
Community health centers or health centers providing health care to migrants
Local health departments or agencies including dedicated emergency departments of rural forprofit hospitals
Community mental health centers
Not-for-profit hospitals
Rural health clinics including mobile clinics
Consortia of HCPs consisting of one or more of the above entities
Part-time eligible entities located in otherwise ineligible facilities
Contact:

Telephone: 1-800-229-5476
http://transition.fcc.gov/wcb/tapd/ruralhealth/ or http://www.usac.org/rhc/
3. U.S. Economic Development Administration
The Economic Development Administration (EDA) was established under the Public Works and Economic
Development Act of 1965 (42 U.S.C. § 3121), as amended, to generate jobs, help retain existing jobs, and
stimulate industrial and commercial growth in economically distressed areas of the United States. EDA
assistance is available to rural and urban areas of the Nation experiencing high unemployment, low income,
or other severe economic distress.
In fulfilling its mission, EDA is guided by the basic principle that distressed communities must be
empowered to develop and implement their own economic development and revitalization strategies. EDA
helps distressed communities address problems associated with long-term economic distress, as well as
sudden and severe economic dislocations including recovering from the economic impacts of natural
disasters, the closure of military installations and other Federal facilities, changing trade patterns, and the
depletion of natural resources.
1) Economic Development Facilities and Public Works
Provides funding for construction of infrastructure in areas that are not attractive to private investment.
Most funding is for water and sewer infrastructure but some has been designated for communications
projects.
Public Works and Economic Development investments help support the construction or rehabilitation of
essential public infrastructure and facilities necessary to generate or retain private sector jobs and
investments, attract private sector capital, and promote regional competitiveness, including investments
that expand and upgrade infrastructure to attract new industry, support technology-led development,
redevelop Brownfield sites and provide eco-industrial development.
Eligibility:
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An Eligible Applicant that is a non-profit organization must include in its application for Investment
Assistance a resolution passed by (or a letter signed by) an authorized representative of a general purpose
political subdivision of a State, acknowledging that it is acting in cooperation with officials of such political
subdivision.
Contact:

Austin Regional Office (covers Arkansas)
Matthew Giannini
Austin Regional Office
903 San Jacinto, Ste. 206
Austin, TX 78701
P: 512-516-1878
E: [email protected]
4. U.S. Department of Housing and Urban Development
1) Choice Neighborhood Implementation Grants
Helps communities transform neighborhoods by revitalizing severely distressed public and/or assisted
housing. Grantees may use funds to provide unit-based broadband Internet connectivity.
The Choice Neighborhoods program is designed to catalyze critical improvements in neighborhood assets,
including vacant property, housing, services, and schools. The program requires proposals with a
comprehensive neighborhood revitalization strategy that involves local leaders, residents, schools,
authorities, business owners, nonprofits, and private developers.
Eligibility:
The following entities are eligible to apply:






County governments
City or township governments
Public housing authorities/Indian housing authorities
Native American tribal organizations (other than Federally recognized tribal governments)
Nonprofits having a 501(c)(3) status with the IRS, other than institutions of higher education
Nonprofits without 501(c)(3) status with the IRS, other than institutions of higher education
Contact:

Email: [email protected]
Phone: (202) 708-0667 
http://www.hud.gov/cn/
P a g e | 69
XI. RELEVANT ARKANSAS INITIATIVES
Connect Arkansas
Connect Arkansas, a project of the Arkansas Capital Corporation Group (ACCG), is a private, nonprofit
corporation dedicated to increasing high-speed Internet subscription and improving and sustaining Internet
adoption throughout Arkansas. The Connect Arkansas Broadband Act was signed into law by Arkansas
Governor Mike Beebe on March 28, 2007, with the goal of improving personal lives and creating economic
opportunity for Arkansans. Connect Arkansas seeks to advance that goal through community-based
initiatives. Act 604 of 2007 states that Connect Arkansas’s mission is to “prepare the people and businesses
of Arkansas to secure the economic, educational, health, social, and other benefits available via broadband
use.”
Connect Arkansas was supported by two federal American Recovery and Reinvestment Act (ARRA) grants,
several grants from other sources and most recently two state grants through the Arkansas Science and
Technology Authority and the Arkansas Economic Development Commission. Connect did not receive
funding in the 2015 legislative session and will be closing operations effective June 30, 2015.
Arkansas Broadband Advisory Council
The Council monitors broadband development efforts of other states and countries as well as the progress
of the Connect Arkansas initiative. The Council also advises the governor and legislature on policies related
to connecting all Arkansas homes to affordable broadband.
Website: http://www.broadbandadvisorycouncil.arkansas.gov/
UAMS Center for Distance Health and Arkansas e-Link
Arkansas eLink is led by the University of Arkansas for Medical Sciences and partners with Arkansas
Telehealth Oversight & Management (ATOM) and the Arkansas Research & Education Optical Network
(ARE-ON) in creating better access for hospitals, medical/behavioral health clinics, public health units, twoyear colleges, libraries and public safety entities, while also reaching underserved citizens.
The UAMS Center for Distance Health continues to work with facilities around the state. Since the
completion of the Broadband Technologies Opportunity Program grant, we have been working with each
eligible site to sign them up for broadband assistance through the FCC Health Care Connect Fund,
creating the Arkansas e-Link Consortium. As a member of the consortium and a participant in the Health
Care Connect Fund, sites receive financial assistance for broadband connectivity and/or network
equipment costs. Currently, there are 416 member sites that participate in the Arkansas e- Link
Consortium. Since December 1, 2014, 28 new sites have been added to the network bringing Arkansas’
total to 439. From December 1, 2014– May 1, 2015 the eLink Network has facilitated over 75,000 hours
of video calls with over 98,000 individual calls being placed on the network for clinical and educational
activities.153
Website: http://www.arkansaselink.com & http://cdh.uams.edu/
153
70 | P a g e
http://www.stc.arkansas.gov/Documents/Broadband%20Manager's%20Activities-Operations%20Report.pdf
Arkansas Research Education Optical Network (ARE-ON)
The Arkansas Research and Education Optical Network (ARE-ON) organization and its members comprise a
community of thought leaders focused on collaborative learning and innovation through advanced
networking, technology, and research in Arkansas. ARE-ON is a not-for-profit consortium of all public
degree-granting institutions in Arkansas and other selected higher education organizations.
Website: https://www.areon.net/
Arkansas Public School Computer Network (APSCN-Department of
Information Systems)
The Arkansas Public School Computer Network (APSCN) is the statewide computer network linking the
administrative functions (financial and student data) and digital learning tools of Arkansas public school
districts to a central computer in Little Rock.
Website: http://www.apscn.org/
FirstNet
FirstNet will provide emergency responders with the first nationwide, high-speed network dedicated to
public safety. FirstNet will be a force multiplier, increasing collaboration to help emergency responders
save more lives, solve more crimes and keep our communities safer.
The broadband data network fulfills a fundamental need of the public safety community and a key
recommendation of the 9/11 Commission. Creating FirstNet will require an unprecedented level of
public-private partnership, collaboration and shared commitment to the well-being of all Americans.
In March 2015, the U.S. Commerce Department’s National Telecommunications and Information
Administration (NTIA) announced it will be releasing the second phase of previously-awarded grant
funding for states and territories to begin collecting data necessary to plan for the nationwide public
safety broadband network being developed by the First Responder Network Authority (FirstNet).
Arkansas will utilize its existing Arkansas Interoperable Communications Committee (AICC), Arkansas
Interoperable Communications Executive Committee (AICEC), and the recently established Arkansas
Public Safety Broadband Network (APSBN) Working Group to implement the State and Local
Implementation Grant Program (SLIGP). The State plans to update its Statewide Communication
Interoperability Plan as part of the program, and will use the AICC, APSBN Working Group, and Rural
Leadership Council as primary vehicles for education and outreach to local jurisdictions.154
Website: http://www.awin.arkansas.gov/leadership/Pages/default.aspx
154
http://www.stc.arkansas.gov/Documents/Broadband%20Manager's%20Activities-Operations%20Report.pdf
P a g e | 71
Appendix A: Glossary and Related Case Studies and Tools
APSCN – Arkansas Public School Computer Network (APSCN) is managed by the Arkansas Department of
Information Systems and links all Arkansas public schools with the Arkansas Department of Education (ADE)
as required by Act 4 of 1992. APSCN ensures public schools can file electronic reports that provide state
and local decision makers accurate, timely and comprehensive information.
ARE-ON – The Arkansas Research and Education Optical Network (ARE-ON) is a not-for-profit consortium
that includes all public degree-granting institutions in Arkansas and other selected higher education
organizations. ARE-ON provides a high-speed fiber optic backbone network throughout the state with 1Gb
and 10Gb Ethernet connections to its members, affiliates, national research and education networks,
regional optical networks, and commercial service providers.
AWIN – The Arkansas Wireless Information Network (AWIN) is a statewide, interoperable, wireless
communication system for first responders and Arkansas public service entities. AWIN is a multiple site,
trunked communication system based on a digital 700/800 MHz system using the Association of Public
Safety Communication Officials (APCO) Project 25 standard.
Backbone – Main infrastructure of an Internet provider's network, sometimes referred to as the "core"
backbone of a network.
Backhaul – The intermediate link between a local area network or point of demarcation and backbone or
interconnection point that provides access to the Internet.
Bandwidth – The amount of data that can be sent in a time period, a measure of the size or capacity of a
connection. Measured in Mbps: Megabits per second, one million bits per second or Gbps: Gigabits per
second, one thousand megabits per second.
Broadband – Uses analog signals to divide fiber-optic cable into several channels with each channel at its
own frequency. Broadband has become synonymous with high-speed Internet connectivity over time.
Broadband Adoption – The decision to subscribe to broadband internet services in the home.
BTOP – The Broadband Technologies Opportunity Program (BTOP) is administered by the Department of
Commerce's National Telecommunications and Information Administration (NTIA). Totaling $4.7 billion,
BTOP provides grants to support the deployment of broadband infrastructure in un-served and
underserved areas, to enhance broadband capacity at public computer centers, and to encourage
sustainable adoption of broadband service.
CIV Network – The Compressed Interactive Video (CIV) network is managed by the Arkansas Department
of Education Distance Learning Center (ADE DLC) and allows teachers and students to see and speak to
each other in real time. Currently, 235 out of 238 school districts have CIV systems connected to the state
video network.
CLEC – Competitive Local Exchange Carrier is a wireline provider that is authorized under state and Federal
Rules to compete with ILEXs to provide local telephone services in one of three ways or a combination
thereof: 1) by building or rebuilding telecommunications facilities of their own, 2) by leasing capacity from
another local telephone company (typically an ILEC) and reselling it, and 3) by leasing discrete parts of the
ILEC network referred to as UNEs.
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Collocation Facility – Form of data center where network providers locate network, server and storage
equipment and interconnect to a variety of other network service providers.
Conduit – Tube or duct for enclosing electric wires or fiber-optic cable, typically used in underground fiberoptic construction.
Dark Fiber – A fiber strand that is not being used by any entity and carries no Internet traffic, i.e. fiber that
is not "lit" by equipment transmitting data via light.
Digital Divide – The gap that exists between those that have the internet and know how to use it and those
that don’t.
Digital Inclusion – The goal of decreasing or eliminating the digital divide.
Digital Learning – Digital learning is any instructional practice that effectively uses technology to strengthen
the student learning experience. Digital learning encompasses a wide spectrum of tools and practices,
including online and formative assessments, increased focus and quality of teaching resources, online
content and courses, applications of technology in classrooms and school buildings, adaptive software for
students with special needs, etc.
Digital Literacy – The ability to use information and communication technologies to find, evaluate, create
and communicate information; it requires both technical and cognitive skills.
Distance Learning – Education that takes place via electronic media linking instructors and students who
are not together in a classroom. Students can work on their own in any off-campus location and
communicate with faculty and other students via e-mail, electronic forums, videoconferencing, chat rooms,
bulletin boards, instant messaging or other form of computer-based communication.
DSL – Digital Subscriber Line. DSL uses standard telephone lines to deliver high-speed Internet to homes
and businesses.
e-Link – The University of Arkansas for Medical Sciences (UAMS) is developing broadband infrastructure to
serve community institutions across Arkansas. Arkansas e-Link will expand, integrate, and enhance the
capabilities of two existing community-serving networks: the Arkansas Telehealth Network as overseen by
Arkansas Telehealth Oversight & Management (ATOM) and the Arkansas Research and Education Optical
Network (ARE-ON).
E-Rate - A Federal program that provides subsidy for voice and data circuits as well as internal network
connections to qualified schools and libraries. The subsidy is based on a percentage designated by the FCC.
FCC – Federal Communications Commission is a Federal regulatory agency that is responsible for regulating
interstate and international communications by radio, television, wire, satellite and cable in all 50 states,
the District of Columbia, and U.S. territories.
Fiber (Fiber Strand) – Optical fiber is made of flexible glass that can support very high data transfer rates.
An individual glass fiber, roughly the thickness of a human hair, is capable of carrying a distinct signal
transmitted in the form of pulses of light. A single strand of fiber is capable of transmitting over a million
simultaneous telephone calls, or nearly 80 gigabits of digital information per second (80,000,000,000 pulses
of light per second), using current telecommunications equipment.
P a g e | 73
Fiber Optic Cable - A cable containing a bundle of fiber strands.
Fiber Optics – Optical fiber (or "fiber optic") refers to the medium and the technology associated with the
transmission of information as light pulses along a glass or plastic strand or fiber. Optical fiber carries much
more information than conventional copper wire and is in general not subject to electromagnetic
interference and the need to retransmit signals. The capacity is limited only by the equipment on each end
of the fiber. Half of the 2009 Nobel Prize in Physics was awarded to Charles K. Kao, who pioneered the use
of fiber optics.
FTTN – Fiber to the Neighborhood is a hybrid network architecture involving optical fiber from the carrier
network, terminating in a neighborhood cabinet with converts the signal from optical to electrical.
FTTP – Fiber to the Premise is a fiber-optic system that connects directly from the carrier network to the
user premises.
Gbps – Gigabits per second, one thousand megabits per second. 1,000,000,000 bits per second. REACH3MC will create a backbone with a 10 Gbps core backbone and 1 Gbps laterals.
Gigabit – Gigabit internet speeds are roughly 100x the average download speeds that most Americans have
(10 Mbps).
ILEC – Incumbent Local Exchange Carrier is the traditional wireline telephone service providers within
defined geographic areas. Prior to 1996, ILECs operated as monopolies having exclusive right and
responsibility for providing local and local toll telephone service within LATAs.
Interconnection – The linkage, by wire, radio, satellite or other means, of two or more existing
telecommunications carriers or operators with one another for the purpose of allowing or enabling the
subscribers of one carrier or operator to access or reach the subscribers of the other carriers or operators.
Networks feature Interconnection Points with other networks, including Tier 1 Internet providers that allow
users to access websites all over the world.
ISP – An Internet Service Provider (ISP) provides access to the Internet for end-users. ISPs operate networks
that connect end-users to the Tier 1 Internet, allowing them to access resources worldwide. ISPs function
as on-ramps to the Internet.
LAN– A Local Area Network (LAN) is connects network devices over a relatively short distance. A networked
office building, school, or home usually contains a single LAN, though sometimes one building will contain
a few small LANs (perhaps one per room), and occasionally a LAN will span a group of nearby buildings. In
addition to operating in a limited space, LANs are also typically owned, controlled, and managed by a single
person or organization. They also tend to use certain connectivity technologies, primarily Ethernet and
Token Ring.
Last Mile – The connection between a customer and telephone or cable company or Internet Service
Provider (ISP). Last Mile providers serve end-users via direct connections to homes and businesses. The
ARRA Broadband Stimulus has designated two categories of infrastructure: Last Mile and Middle Mile.
Make-Ready – Everything that needs to be done to make a facility ready to receive the fiber-optic cable or
similar preparations necessary to build fiber along a given route. This could include: permitting, masonry,
electrical work, moving existing cabling to make room for new attachments.
74 | P a g e
Mbps – Megabits per second, one million bits per second. 1,000,000 bits per second.
Middle Mile – Middle Mile refers to an infrastructure project that feeds Last Mile infrastructure, often
supplying bandwidth and a connection to a comprehensive backbone, demarc, Tier 1 Internet point of
presence or hub.
Point of Presence (PoP) – An Internet point of presence is an access point to a carrier's network or the Tier
1 Internet. It is a physical location that houses servers, routers and other technical equipment. It may be
housed in either part of the facilities of a telecommunications provider that the ISP rents or a location
separate from the telecommunications provider. ISPs typically have multiple POPs, sometimes numbering
in the thousands. POPs are also located at NAPs, IXPs and collocation centers.
Right of Way (ROW) – The privilege of someone to pass over land belonging to someone else. In the context
of fiber construction, ROWs need to be obtained to build fiber on public roads—both local municipalities
and Michigan Department of Transportation.
Router – A router is a device or, in some cases, software in a computer, that determines the next network
point to which a packet should be forwarded toward its destination. The router decides which way to send
each information packet based on its current understanding of the state of the networks it is connected to.
Switch – A network device that filters and forwards a piece of a message (also called packets) between
network segments.
Tier 1 Internet – With the advent of broadband as a telecommunications resource, the first model of the
Internet that emerged involved a number of Tier 1 Internet providers connecting to one another and
forming a central trunk or superhighway that allowed a user to access any site anywhere on the globe. ISPs
functioned as commercial on-ramps to the superhighway and charged users for access and bandwidth.
Today, traffic on the Tier 1 Internet is decreasing as more and more traffic is retained by Regional networks
that offer users better connections to content that is stored closer.
Video conferencing – Provides real-time interactive video and audio to a distributed number of participants
simultaneously.
Voice over Internet Protocol (VoIP) – Technology that enables broadband users to send and receive
telephone calls over the Internet.
WAN – A Wide Area Network (WAN), as the term implies, spans a large physical distance. It is a
geographically-dispersed collection of LANs. Routers connect LANs to a WAN. A WAN differs from a LAN in
several important ways. Most WANs (like the Internet) are not owned by any one organization but rather
exist under collective or distributed ownership and management. WANs tend to use technology like ATM,
Frame Relay and X.25 for connectivity over the longer distances.
WISP – Short for Wireless Internet Service Provider, WISPs offer Internet connection services to subscribers
using a wireless connection.
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Relevant Organizations and Reports
Organizations
Fiber to the Home Council
Federal Communications
Commission
National Telecommunications
& Information Administration
Benton Foundation
National Association of
Telecommunications Officers
and Advisors (NATOA)
Schools, Health & Libraries
Broadband Coalition
CTC Consulting & Energy
Living Cities
US Ignite
Gig.U
Broadband Communities
Next Century Cities
Institute for Local Self-Reliance
Community Broadband
Networks
Reports & Tools
Google Fiber City Checklist
CTC Technology & Energy
Gigabit Communities Report
Facilitating Broadband
Construction
Playing to Win in America’s
Digital Crossroads
NTIA Broadband Adoption
Toolkit
What Fiber can Do for Your
Community
Early Evidence Suggests
Gigabit Broadband Drives GDP
76 | P a g e
Non-profit fiber advocacy association
Independent agency of the U.S. government, to regulate interstate
communications by radio, television, wire, satellite, and cable
NTIA is the President's principal adviser on telecommunications and
information policy.
The Benton Foundation works to ensure that media and
telecommunications serve the public interest.
Local government professional association that provides support on
technology laws and issues impacting the interests of local
governments
Non-profit, advocacy organization that supports open, affordable,
high-capacity broadband connections for anchor institutions and
their surrounding communities.
An independent communications and IT engineering consulting firm
Harnesses the collective power of philanthropy and financial
institutions to improve the lives of low-income people and the cities
where they live
Convenes partners in industry, academia and government to identify
and share best practices and resources
A broad-based group of over 30 leading research universities from
across the U.S. to accelerate the deployment of high-speed networks
to universities and their surrounding communities
Industry magazine focused on digital and broadband technologies for
buildings and communities
Supports community leaders across the country as they seek to
ensure that all have access to fast, affordable, and reliable Internet
defends the right of communities to build broadband,./ networks
without states or the federal government creating unique barriers
that apply only to public sector providers
A collection of best practices to assist cities and fiber providers –
whether they are future Google cities or not.
Technical strategies for facilitating public or private broadband
construction in your community.
A guide to fiber readiness
A publication by Kansas City, KS and Kansas City, MO about
capitalizing on their newly-acquired next generation speeds.
Best practices and lessons learned from the Broadband Technology
Opportunities Program.
From the 2013 Broadband Summit, a great report answering the
“why?” of gigabit fiber networks.
A study released by the FTTH Council found that gigabit cities had per
capita GDPs 1.1 % higher than non-adopters
Appendix B: Broadband Inventory
Garland County Broadband Availability
Garland County Wireline Providers
AT&T


DSL: 86.8% population coverage
Mobile Wireless: 100% population coverage
Speed
DSL Download
DSL Upload
Mobile Wireless
Download
Mobile Wireless
Download
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
N/A
86.8%
77.9%
58.8%
45.1%
37.4%
0.9%
0.0%
0.0%
0.0%
86.8%
45.1%
0.9%
0.9%
0.9%
0.0%
0.0%
0.0%
0.0%
0.0%
N/A
100.0%
100.0%
100.0%
97.6%
97.6%
0.0%
0.0%
0.0%
0.0%
100.0%
100.0%
100.0%
97.6%
100.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Suddenlink Communications

Cable Modem: 8.2% population coverage
Speed
Cable Download
Cable Upload
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
N/A
8.2%
8.2%
8.2%
8.2%
8.2%
8.2%
8.2%
0.0%
0.0%
8.2%
7.1%
7.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Resort Television Cable Company

P a g e | 77
Speed
Cable Download
Cable Upload
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
N/A
78.0%
78.0%
78.0%
78.0%
78.0%
0.0%
0.0%
0.0%
0.0%
78.0%
78.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Speed
Cable Download
Cable Upload
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
N/A
0.1%
0.1%
0.1%
0.1%
0.1%
0.0%
0.0%
0.0%
0.0%
0.1%
0.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Windstream Corporation

DSL: 0.1% population coverage
Garland County Wireless Providers
Wireless Etc.

78 | P a g e
Terrestrial Fixed Wireless: 85.4% population coverage
Speed
Cable Download
Cable Upload
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
N/A
85.4%
85.4%
85.4%
0.0%
0.0%
0.0%
0.0%
85.4%
85.4%
85.4%
0.0%
0.0%
0.0%
0.0%
0.0%
100 Mbps
1 Gbps
0.0%
0.0%
0.0%
0.0%
Sprint Nextel

Terrestrial Mobile Wireless: 88.1% population coverage
Speed
Mobile Wireless
Download
Mobile Wireless
Download
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
N/A
88.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
88.1%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
T-Mobile

Speed
Mobile Wireless
Download
Mobile Wireless
Download
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
N/A
88.5%
88.5%
87.4%
87.4%
87.4%
0.0%
0.0%
0.0%
0.0%
88.5%
87.4%
87.4%
87.4%
87.4%
0.0%
0.0%
0.0%
0.0%
0.0%
Verizon Communications

Speed
Mobile Wireless
Download
Mobile Wireless
Download
200 Kbps
768 Kbps
N/A
98.8%
98.8%
97.5%
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1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
97.5%
97.5%
97.5%
97.5%
0.0%
0.0%
0.0%
0.0%
97.5%
97.5%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Hot Springs Broadband Availability
Hot Springs Wireline Providers
AT&T


DSL: 100% population coverage
Mobile Wireless: 100% population coverage
Speed
DSL Download
DSL Upload
Mobile Wireless
Download
Mobile Wireless
Download
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
N/A
99.9%
88.3%
57.8%
38.9%
33.2%
0.0%
0.0%
0.0%
0.0%
99.9%
38.9%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
N/A
100.0%
100.0%
100.0%
100.0%
100.0%
0.0%
0.0%
0.0%
0.0%
100.0%
100.0%
100.0%
100.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Resort Television Cable Company

80 | P a g e
Speed
Cable Download
Cable Upload
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
N/A
100.0%
100.0%
100.0%
100.0%
100.0%
0.0%
0.0%
0.0%
100.0%
100.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
1 Gbps
0.0%
0.0%
Hot Springs Wireless Providers
Wireless Etc.

Terrestrial Fixed Wireless: 98.4% population coverage
Speed
Wireless
Download
Wireless Upload
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
N/A
98.4%
98.4%
98.4%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
98.4%
98.4%
98.4%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Sprint Nextel Corporation

Terrestrial Mobile Wireless: 100% population coverage
Speed
Mobile Wireless
Download
Mobile Wireless
Download
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
N/A
100.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
100.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
3T-Mobile

Speed
Mobile Wireless
Download
Mobile Wireless
Download
200 Kbps
768 Kbps
N/A
99.8%
99.8%
99.8%
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1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
99.8%
99.8%
99.8%
99.8%
0.0%
0.0%
0.0%
0.0%
99.8%
99.8%
99.8%
0.0%
0.0%
0.0%
0.0%
0.0%
Verizon Communications Inc.

82 | P a g e
Speed
Mobile Wireless
Download
Mobile Wireless
Download
200 Kbps
768 Kbps
1.5 Mbps
3 Mbps
6 Mbps
10 Mbps
25 Mbps
50 Mbps
100 Mbps
1 Gbps
N/A
100.0%
100.0%
100.0%
100.0%
100.0%
0.0%
0.0%
0.0%
0.0%
100.0%
100.0%
100.0%
100.0%
0.0%
0.0%
0.0%
0.0%
0.0%
0.0%
Appendix C: Residential Broadband Survey Results
1. What is your age?
Answer Options
18 to 24
25 to 34
35 to 44
45 to 54
55 to 64
65 or older
Prefer not to answer
Response
Percent
8.1%
26.2%
16.8%
19.5%
22.8%
5.4%
1.3%
answered question
Response
Count
12
39
25
29
34
8
2
149
2. Which of the following best describes your highest level of educational attainment?
Answer Options
No high school degree
High school graduate only
Associate degree or equivalent
Bachelor’s degree or higher
Response
Percent
0.0%
12.8%
24.3%
60.1%
2.7%
answered question
Response
Count
0
19
36
89
4
148
3. Ethnicity: Are you of Hispanic, Spanish, or Latino/a descent?
Answer Options
Yes
No
Response
Percent
4.1%
93.2%
2.7%
answered question
Response
Count
6
137
4
147
4. Which of the following best describes your race?
Answer Options
White
Black or African American
Asian
Other
Response
Percent
93.3%
1.3%
0.7%
1.3%
Response
Count
139
2
1
2
P a g e | 83
3.4%
answered question
5
149
5. What is your annual household income?
Answer Options
Less than $10,000
$10,000 to $29,999
$30,000 to $49,999
$50,000 to $74,999
$75,000 or more
Response
Percent
0.0%
6.1%
20.3%
26.4%
35.1%
12.2%
answered question
Response
Count
0
9
30
39
52
18
148
Response
Percent
12.1%
41.6%
20.8%
14.8%
8.7%
1.3%
0.0%
0.7%
answered question
Response
Count
18
62
31
22
13
2
0
1
149
6. How many people live in your home?
Answer Options
1
2
3
4
5
6
7 or more
7. Do you have children or grandchildren under the age of 18 that live in your home?
Answer Options
Yes
No
Response
Percent
33.6%
64.4%
2.0%
answered question
Response
Count
50
96
3
149
8. Does anyone in your household access the internet at the following locations?
(Please check all that apply)
Response
Response
Answer Options
Percent
Count
Work
89.1%
98
On phone or mobile device
99.1%
109
Relative / friends’ house
48.2%
53
84 | P a g e
Public library
Restaurant / coffee shop
School or college
Community center
Mail / retail stores
Hotel / Motel / Vacation home
Other
22.7%
52.7%
32.7%
7.3%
21.8%
46.4%
3.6%
answered question
25
58
36
8
24
51
4
110
9. Do you have any type of personal computer in your home?
Answer Options
Yes
No
I don’t know
Response
Percent
98.1%
1.9%
0.0%
answered question
Response
Count
106
2
0
108
10a. Do you subscribe to internet service at your home?
Answer Options
Yes
No
I don’t know
Response
Percent
89.9%
10.1%
0.0%
answered question
Response
Count
98
11
0
109
10b. If No, please indicate reasons why you do not subscribe to home Internet service
and skip to question 33 (please check all that apply).
Answer Options
Sufficient access to the Internet elsewhere (work,
library, church, restaurant, etc.)
Private, safety, or security concerns
Cost of Internet connection
Internet service is not available
Lack of technical skills/knowledge to use the
Internet
Mobile device is all I need
I see no benefit to Internet access
Other (please specify)
Response
Percent
Response
Count
9.1%
1
0.0%
81.8%
36.4%
0
9
4
0.0%
0
18.2%
0.0%
36.4%
answered question
2
0
4
11
11. If Yes, why did you initially subscribe to broadband Internet?
P a g e | 85
Answer Options
Response
Percent
13.9%
I bought a computer
I learned that broadband became available in my
3.0%
area
The cost of broadband became more affordable
4.0%
I needed to conduct business online
21.8%
I heard about the benefits of broadband in the news
0.0%
or in my community
To communicate with friends and family
5.0%
My household needed it as an educational resource
9.9%
For research, shopping or to pay bills
20.8%
For entertainment purposes
17.8%
In order to interact with a healthcare professional
0.0%
4.0%
answered question
Response
Count
14
3
4
22
0
5
10
21
18
0
4
101
12. Which internet service provider (ISP) does your household currently subscribe to?
Answer Options
Arkansas Wireless
AT&T
Central Arkansas Telephone Coop
Direct TV
Dish Network
Excede
Hughes Net
Sudden link
Verizon
WEHCO
Windstream
Wireless Etc
Response
Percent
1%
28%
2%
1%
3%
1%
1%
2%
8%
51%
1%
1%
answered question
Response
Count
1
28
2
1
3
1
1
2
8
51
1
1
100
13. What type of technology platform do you receive your internet service through?
Answer Options
Dial-up
Satellite Internet service
Cable modem
DSL
Fixed wireless
Mobile wireless
Fiber
86 | P a g e
Response
Percent
0.0%
9.7%
45.6%
21.4%
6.8%
7.8%
1.0%
Response
Count
0
10
47
22
7
8
1
Don’t know
5.8%
1.9%
answered question
6
2
103
14. Why did you choose this connection type? (Please check all that apply)
Answer Options
Cost
Speed
Only available service
Best reliability
I don’t know
Response
Percent
15.5%
37.9%
43.7%
10.7%
7.8%
answered question
Response
Count
16
39
45
11
8
103
15. Is your home internet service part of a bundle of services (i.e. cable, internet,
phone)?
Response
Response
Answer Options
Percent
Count
Yes
38.8%
40
No
61.2%
63
I don’t know
0.0%
0
answered question
103
16. To the best of your knowledge, which types of technology platforms are currently
available to your location? (Please select all that apply)
Response
Response
Answer Options
Percent
Count
Dial-up
33.0%
35
Satellite Internet service
48.1%
51
Cable modem
67.0%
71
DSL
50.9%
54
Fixed wireless
13.2%
14
Mobile wireless
38.7%
41
Fiber
2.8%
3
Don’t know
13.2%
14
2.8%
3
answered question
106
17. What is the approximate cost of your home internet subscription per month?
Answer Options
Under $40
Response
Percent
11.7%
Response
Count
12
P a g e | 87
$41 - $50
$51 - $60
$61 - $70
$71 - $80
$81 – $90
$91 - $100
$101 and above
I don’t know
13.6%
22.3%
20.4%
10.7%
1.9%
4.9%
7.8%
6.8%
answered question
14
23
21
11
2
5
8
7
103
18. What is the approximate download/upload speeds or bandwidth provided by your
Internet service provider? Please use this link and record in the box below:
Answer Options
Download
Upload
Response Percent
16.26 Mbps
6.44 Mbps
answered question
63
19. How do you use your home internet connection? (Please check all options that
apply)
Response
Response
Answer Options
Percent
Count
Communicate through email or other ways of
96.0%
96
sending messages
Research or purchase goods or services
96.0%
96
Sell products and/or services online
26.0%
26
Explore or participate in hobbies or personal interest
91.0%
91
Use social networking sites like Facebook
91.0%
91
Bank online or pay bills
94.0%
94
Read online newspapers or other news sources
79.0%
79
Search for medical information or communicating
with healthcare professionals like doctors or
62.0%
62
insurance offices
Take online classes or conducting research for
43.0%
43
schoolwork
Search or apply for jobs
37.0%
37
Interact with government offices or elected officials
41.0%
41
7.0%
7
answered question
100
20. Does anyone in your household use the internet to work from home?
Answer Options
Yes
88 | P a g e
Response
Percent
51.0%
Response
Count
52
No
I don’t know
48.0%
1.0%
answered question
49
1
102
21. Does anyone in your home operate an online business?
Answer Options
Yes
No
I don’t know
Response
Percent
9.9%
90.1%
0.0%
answered question
Response
Count
10
91
0
101
22. Does anyone in your household use the internet to complete school or job training
course work?
Response
Response
Answer Options
Percent
Count
Yes
53.9%
55
No
46.1%
47
I don’t know
0.0%
0
answered question
102
23. Have you, or anyone that lives in your home, ever experienced difficulty
completing school or work assignments due to home internet accessibility issues?
Response
Response
Answer Options
Percent
Count
Often
24.3%
25
Occasionally
42.7%
44
Rarely
16.5%
17
Never
16.5%
17
answered question
103
24. To what extent would you say that the actual speeds your home receives compares
to the speeds advertised by the internet provider you use?
Response
Response
Answer Options
Percent
Count
Faster than advertised
1.0%
1
About the same as advertised
25.0%
24
Slower than advertised
63.5%
61
I don't know
10.4%
10
answered question
96
25. How satisfied are you with your current internet service provider?
P a g e | 89
Response
Percent
3.1%
31.3%
47.9%
17.7%
answered question
Answer Options
Very satisfied
Satisfied
Unsatisfied
Very Unsatisfied
Response
Count
3
30
46
17
96
26. Please indicate your level of satisfaction with each characteristics of your internet service.
Answer Options
Speed of connection
Subscription cost
Technical support
Reliability of access
Customer Service
Competition, or number
of providers
Very Satisfied
Satisfied
Dissatisfied
Very Dissatisfied
3%
4%
1%
3%
1%
44%
22%
50%
48%
57%
37%
44%
30%
28%
21%
15%
29%
19%
21%
21%
1%
13%
24%
61%
answered question 96
27. Would you say that your download Internet connection speed (transfer of data to a
PC) is:
Response
Response
Answer Options
Percent
Count
Fast enough for your needs
15.6%
15
Average, but not quite fast enough for your needs
34.4%
33
Fairly slow and we would like to be connected a
28.1%
27
higher speeds
Very slow and we would like to be connected at
21.9%
21
much higher speeds
answered question
96
28. Would you say that your upload Internet connection speed (transfer of data from a
PC) is:
Response
Response
Answer Options
Percent
Count
13.5%
13
33.3%
32
25.0%
24
higher speeds
28.1%
27
much higher speeds
answered question
96
90 | P a g e
29. How would you describe the reliability of your internet service? (reliability is
defined as consistent signal strength)
Response
Response
Answer Options
Percent
Count
Very reliable
5.2%
5
Fairly reliable
62.5%
60
Fairly unreliable
18.8%
18
Very unreliable
13.5%
13
answered question
96
30. Which of the following apply to your household’s need for additional bandwidth
(Internet speed)?
Response
Response
Answer Options
Percent
Count
I can obtain additional bandwidth, but have chosen
23.2%
22
not to invest in it yet
Do not know if more bandwidth is available in my
31.6%
30
area
I cannot obtain additional bandwidth in my area
41.1%
39
I do not know why I haven’t invested in additional
4.2%
4
bandwidth
answered question
95
31. How likely would you be to sign up for faster broadband speeds, if it were
available?
Response
Response
Answer Options
Percent
Count
Definitely
39.8%
39
Very likely
28.6%
28
Quite likely
28.6%
28
Unlikely
2.0%
2
Very unlikely
0.0%
0
Definitely not
0.0%
0
Already have adequate speeds
1.0%
1
answered question
98
32. What download speed would best fit your needs?
Answer Options
0-4 Mbps
4-24 Mbps
25-50 Mbps
51-100 Mbps
101-300 Mbps
Response
Percent
1.0%
8.2%
20.4%
18.4%
7.1%
Response
Count
1
8
20
18
7
P a g e | 91
301 Mbps – 500 Mbps
1 Gbps +
I don’t know
4.1%
9.2%
31.6%
answered question
4
9
31
98
33. What upload speed would best fit your needs?
Answer Options
0-4 Mbps
4-24 Mbps
25-50 Mbps
51-100 Mbps
101-300 Mbps
1 Gbps +
I don’t know
Response
Percent
5.1%
26.5%
12.2%
10.2%
6.1%
2.0%
7.1%
30.6%
answered question
Response
Count
5
26
12
10
6
2
7
30
98
34. What is the maximum monthly subscription fee that you are willing to pay for
faster broadband speeds?
Response
Response
Answer Options
Percent
Count
Less than $40 per month
17.3%
17
Between $41 and $60 per month
33.7%
33
31.6%
31
10.2%
10
3.1%
3
1.0%
1
$141 or more
3.1%
3
answered question
98
35. What more would you do if your connection was significantly faster? (Please check all
options that apply).
Answer Options
Start a home business
Communicate through email or other ways of
sending messages
Research or purchase goods or services
Sell products and/or services online
Explore or participate in hobbies or personal
interest
Use social networking sites like Facebook
Bank online or pay bills
92 | P a g e
Response Percent
Response Count
22.4%
22
73.5%
72
73.5%
37.8%
72
37
70.4%
69
71.4%
71.4%
70
70
Read online newspapers or other news sources
Search for medical information or communicating
with healthcare professionals like doctors or
insurance offices
Take online classes or conducting research for
schoolwork
Search or apply for jobs
Interact with government offices or elected
officials
60.2%
59
50.0%
49
48.0%
47
32.7%
32
37.8%
37
20.4%
answered question
20
98
stream more
Watch more online streaming
Stream TV
Stream Television
Remote access VPN, Work from home,Internet based business
don't know
none
FOR THE LOVE OF GOD SEND FIBER.
media streaming
Streaming media
Id be more efficient.
nothing different, just faster
Multi-Media Downloads (Netflix, Youtube, etc.)
TV and movies
Nothing
download larger files
Gaming, more streaming
Cloud rendering of 3D modeling work.
Stream online media, gaming
Entertainment
36. Did the availability of broadband internet access impact your decision to
rent/purchase your current home in Hot Springs?
Response
Response
Answer Options
Percent
Count
Yes
22.9%
22
No
76.0%
73
I don’t know
1.0%
1
answered question
96
P a g e | 93
37. In the future, would you be willing to pay more for a home that had access to a
high-speed broadband connection (i.e. a fiber to the home connection, enabling next
generation speeds)?
Response
Response
Answer Options
Percent
Count
Yes
53.7%
51
No
31.6%
30
I don't know
14.7%
14
answered question
95
38. What do you believe the benefits of a fiber broadband network would be for Hot
Springs? Fiber transmits data at speeds far exceeding current DSL or cable modem
speeds, typically by tens or even hundreds of Mbps. (Please check all that apply)
Answer Options
Faster speeds
Reliability
Security
Future proof
No benefits
I don’t know
Response Percent
Response Count
85.4%
84.4%
57.3%
39.6%
0.0%
7.3%
3.1%
answered question
82
81
55
38
0
7
3
96
Attract homeowners
More competition.
It would attract businesses that offer good paying jobs.
39. Do you think Hot Springs would benefit economically from increased broadband
access and speeds?
Response
Response
Answer Options
Percent
Count
Yes
90.6%
87
No
1.0%
1
I don't know
8.3%
8
answered question
96
40. How does access to Wi-Fi impact your decision to visit downtown Hot Springs?
Answer Options
94 | P a g e
Response
Percent
Response
Count
I (or family members) travel downtown to access
Wi-Fi at restaurants and retail stores for work,
10.5%
school, or entertainment
The lack of adequate Wi-Fi is a deterrent to me
20.0%
visiting downtown
Internet access has no impact on my decision to visit
56.8%
downtown Hot Springs
I don’t know
12.6%
0.0%
answered question
10
19
54
12
0
95
41. Do you believe that businesses in downtown Hot Springs are successfully
leveraging the Internet and related technologies to boost business growth?
Response
Response
Answer Options
Percent
Count
Yes
12.5%
12
No
56.3%
54
I don't know
30.2%
29
1.0%
1
answered question
96
skipped question
54
42. How important is it for all residents of the Hot Springs community to have access
to a computer and high-speed broadband Internet?
Response
Response
Answer Options
Percent
Count
Very important
68.8%
66
Important
22.9%
22
Somewhat important
6.3%
6
Not at all important
1.0%
1
I don’t know
1.0%
1
answered question
96
43. Are you aware of public resources for digital literacy training in Hot Springs? Digital
literacy refers to the knowledge and skills to utilize digital devices such as
smartphones, tablets, laptops, and desktop PCs in order find, evaluate, create, and
communicate information on the internet.
Response
Response
Answer Options
Percent
Count
Yes
31.3%
30
No
62.5%
60
I don’t know
6.3%
6
answered question
96
P a g e | 95
44, If free digital literacy training classes were offered in Hot Springs, would you have
interest in attending?
Response
Response
Answer Options
Percent
Count
Yes
38.5%
37
No
55.2%
53
I don’t know
6.3%
6
answered question
96
45. Do you have additional feedback about broadband in Hot Springs that you would like to share?
Answer Options
answered
question
Response Count
26
Response Text
It is ridiculous that that there are still so many places that have no access to decent internet.
We need to move from the stone age into the here and now and into the future!
The monopoly of 1-2 options allows the companies to be slow in making changes good for the
community (ie reduced cost or increased speed). A good fiber optic option would force other companies
to improve their business model to compete.
Higher speeds could attract new industries to our area
I think having true high speed internet available in Hot Springs would be a big economic gain for Hot
Springs. There are a lot of people who would love to work remotely from Hot Springs but have a hard
time doing so due to the high cost of decently fast internet. Additionally, I think that strengthened
infrastructure (including technology infrastructure) would do a lot to bring much needed employers to
our area.
it would be nice to have competition in hot springs broadband services
Internet access in the county is horrible. during the summer when kids are home from school it is so
slow as to be unusable.
If Hot Springs is to become a " Cool City" broadband accessibility and reliability plus speed will have to
improve dramatically.
Affordable, easily accessible, high-speed broadband would have a beneficial ripple effect throughout the
Hot Springs and Garland County area.
I'm considering moving because there are no good options for internet access in Hot Springs. I've been
tethering off my phone for over a year because it's faster than the best either AT&T or Cable Lynx can
offer to my address and there are no other options. And that's sad.
Present bandwidth and speed are satisfactory. However, when it fails the service and support are
deplorable. I would switch to another provider if there a more reliable option.
No...
Compatibility with devices very important
We need to break the monopoly of high speed access that is suffering because of the poor service ang
high prices by resort cable tv this monopoly holds back any future progress in hot springs and the
surrounding area
Hot Springs greatly needs fiber choices.
96 | P a g e
Extremely unsatisfied with Resort Cable. I've had numerous problems with them and experienced poor
customer service. The lack of competing companies offering cable internet means I have no choice but
to use them. That reeks of a monopoly and is not what city should be supporting.
Cablelynx/resort TV and Internet is horrible. Every once in a blue moon the Internet will be decent. Plus
the customer service is not up to par at Resort by far. Sadly we cannot get suddenlink, or we would. We
had them before in Hot Springs Village, and the customer service, reliability, and speed is so much
better than Resort TV Cable.
I would like to have a choice of providers other than Resort TV Cable
We need an actual fiber backbone for this town.
We need fiber, the US has one of the slower internet speeds in the world. We need to catch up to other
first world countries like Japan.
Availability is not the only issue (although it is very important). The cost of bandwidth in Hot Springs is
significantly higher than in surrounding areas. From an economic growth perspective, having higher
speeds at competitive prices would help small companies (and large ones) to make the decision to put
people and capability in Hot Springs.
It's absolute garbage. Cablelynx is a monopoly on the only 'high speed' internet services that are useful
to anyone at all. The government is corrupt and allows this and promotes this.
One of the questions in these survey, which asked about my current satisfaction with various
components of my broadband service, was inadequately designed so that I could not pick "Very
Dissatisfied" for more than one of the component options. (Author’s Edit: TPMA found and corrected
this issue).
I think there should be more adequate competition in place to make this a better place for consumers to
live. We've historically had some of the slowest internet speeds in the country, and I think that would
change if competitors would actually find value in us as a market. I think AT&T Fiber or Google Fiber
would work wonders here, and should be consulted with should this be put in place.
For the amount of people that live in Hot Springs and to have slower and way less reliable internet than
three smaller towns that surround Hot Springs is frustrating. On top of that the service in Hot Springs is
much more expensive. The current ISP cable Lynx is not up to current Gen technology, speed, or
reliability. Hot Springs really needs a new ISP.
Either bring a new company in to compete with the local Broadband provider, or have the current
branch out more than just Hot springs. Neighboring communities outside of Hot Springs city limits have
zero providers unless they deal with Mobile based like AT&T or Verizon. There are zero DSL companies
able to provide these communities any chance of stable non capped internet. I am from a county that
has less possibilities than Garland and we had DSL opportunities. The current Internet possibilities for
Garland County in 2015 are asinine.
P a g e | 97
Appendix D: Business Broadband Survey Results
1. How long has your company been in business?
Answer Options
1 - 5 years
5 - 10 years
10 - 15 years
15 - 20 years
20 - 25 years
25 or more years
answered question
Response
Percent
21.1%
12.8%
8.3%
4.6%
8.3%
45.0%
Response
Count
23
14
9
5
9
49
109
Response
Percent
14.4%
Response
Count
13
7.8%
7
3.3%
3
32.2%
29
7.8%
10.0%
1.1%
4.4%
15.6%
3.3%
7
9
1
4
14
3
26
90
2. What industry sector best represents your business?
Answer Options
Retail (Grocery store, department store, etc.)
Manufacturing (Electronics, fabrication, Assembly,
etc.)
Construction and specialized trade contracting
Professional services (Legal, Engineering, Financial,
etc.)
Healthcare
Hospitality services (Restaurant, hotel, etc.)
Other services (Auto repair, lawn care, etc.)
Civic/Public (City, county, state, federal, etc.)
Non-profit (church, charity, etc.)
Education (public or private)
answered question
3. Are you the person at the business who pays the utility bills, including
internet access?
Response
Answer Options
Percent
Yes
51.9%
No
14.8%
I am not the bill payer but I am involved in
33.3%
purchasing decisions
answered question
98 | P a g e
Response
Count
56
16
36
108
4. How many people are employed by your business?
Response
Percent
13.6%
23.6%
14.5%
20.9%
8.2%
9.1%
4.5%
5.5%
Answer Options
Sole proprietor
2 – 5 people
6 – 10 people
11 – 25 people
26 – 49 people
50 – 100 people
101 – 250 people
Over 250 people
answered question
Response
Count
15
26
16
23
9
10
5
6
110
5. Are you independent or a branch of a larger company?
Answer Options
Independent
Branch of larger company
answered question
Response
Percent
79.1%
20.9%
Response
Count
87
23
110
Response
Percent
97.4%
1.3%
1.3%
Response
Count
74
1
1
76
6. Does your business subscribe to internet access?
Answer Options
Yes
No
I don't know
answered question
7. If your business does not currently subscribe to an internet connection, can you
please explain if there is a reason why? (Then please skip to question 28)
Answer Options
Response Count
answered question
2
2
Number
1
2
Response
Text
NA
Access & cost
P a g e | 99
8. How do you currently connect to the Internet at your business?
Answer Options
Dial up (through a telephone line)
DSL
Cable
Fixed Wireless
Mobile Wireless
Satellite
Fiber
T-1 or leased line
I don't know
answered question
Response
Percent
0.0%
16.2%
40.5%
10.8%
1.4%
1.4%
9.5%
8.1%
4.1%
8.1%
Response
Count
0
12
30
8
1
1
7
6
3
6
74
9. Which types of Internet services are currently available to your business location (to
the best of your knowledge)? (Please check all that apply)
Response
Response
Answer Options
Percent
Count
Dial up (through a telephone line)
35.6%
26
DSL
53.4%
39
Cable
72.6%
53
Fixed Wireless
26.0%
19
Mobile Wireless
32.9%
24
Satellite
31.5%
23
Fiber
16.4%
12
T-1 or leased line
23.3%
17
I don't know
8.2%
6
1.4%
1
answered question
73
10. Who is your Internet service provider (i.e. AT&T, Suddenlink, etc.)?
Answer Options
AT&T
Cable Lynx
Hughes Net
Resort Cable
Suddenlink
Verizon
Windstream
Wireless Etc.
100 | P a g e
Response
Percent
35.9%
18.8%
1.6%
26.6%
3.1%
3.1%
7.8%
3.1%
Response
Count
24
13
1
18
2
2
5
2
answered question
67
11. What services are included in your internet subscription bundle?
Answer Options
Only internet
Landline phone
Online data storage
Mobile phone
Managed VPN
TV
Don’t know
answered question
Response
Percent
64.9%
27.0%
4.1%
6.8%
5.4%
16.2%
2.7%
4.1%
Response
Count
48
20
3
5
4
12
2
3
74
12. What is the approximate monthly cost of your internet service?
Answer Options
Less than $50
$51 - $100
$101 - $150
$151 - $200
$201 - $250
$251 - $300
More than $300
answered question
Response
Percent
17.6%
35.3%
19.1%
5.9%
1.5%
5.9%
14.7%
Response
Count
12
24
13
4
1
4
10
68
13. What is the approximate monthly cost of your bundled service, including internet
access?
Response
Response
Answer Options
Percent
Count
Less than $50
8.9%
5
$51 - $100
17.9%
10
$101 - $150
12.5%
7
$151 - $200
16.1%
9
$201 - $250
7.1%
4
$251 - $300
12.5%
7
More than $300
25.0%
14
answered question
56
14. What is the approximate download/upload speeds or bandwidth provided by your
Internet service provider? Please use this link and record in the box below:
P a g e | 101
Answer Options
Response Percent
Download
Upload
answered question
21.27 Mbps
11.09 Mbps
54
15. Does your business have a website?
Answer Options
Yes, used for information and e-commerce
Yes, but it is not used for e-commerce
No
answered question
Response
Percent
52.7%
31.1%
16.2%
Response
Count
39
23
12
74
16. What do you use to Internet connection for? (Please check all that apply)
Answer Options
Access information (e.g. web browsing)
Online purchasing
Banking
Employee benefits information
Bidding on contracts online
Customer support
Email
Access to virtual private networks (VPNs)
Video conferencing (Skype)
Watching online content
Social marketing (e.g. Facebook, Twitter, LinkedIn)
Advertising
Updating/maintaining company website
Sales / e-commerce
Cloud services (e.g. backup, Google Docs, Salesforce,
etc.)
Training
Transfer of files (e.g. video, audio)
Business Process (e.g. time sheets, stock control,
etc.)
answered question
Response
Percent
94.6%
82.4%
89.2%
36.5%
16.2%
59.5%
95.9%
41.9%
41.9%
59.5%
73.0%
58.1%
66.2%
35.1%
Response
Count
70
61
66
27
12
44
71
31
31
44
54
43
49
26
45.9%
34
27.0%
51.4%
20
38
48.6%
36
74
17. Are you dependent on an Internet service to run your business?
Answer Options
102 | P a g e
Response
Percent
Response
Count
It is essential
High dependency
Medium
Low
Not at all
answered question
79.7%
14.9%
2.7%
1.4%
1.4%
59
11
2
1
1
74
18. What percentage of your annual sales revenue is earned from
online sales?
Percentage of
Answer Options
Revenue
Online Revenue
36%
answered question
48
19. To what extent would you say that the actual speeds that your business receives
compares to the speeds advertised by the internet provider you use?
Response
Response
Answer Options
Percent
Count
Faster than advertised
1.4%
1
About the same as advertised
45.7%
32
Slower than advertised
48.6%
34
I don't know
4.3%
3
answered question
70
20. Would you say that your download Internet connection speed (transfer of data to a
PC) is:
Response
Response
Answer Options
Percent
Count
30.0%
21
40.0%
28
25.7%
18
higher speeds
4.3%
3
much higher speeds
answered question
70
21. Would you say that your upload Internet connection speed (transfer of data from a
PC) is:
Response
Response
Answer Options
Percent
Count
25.7%
18
32.9%
23
30.0%
21
higher speeds
P a g e | 103
much higher speeds
answered question
11.4%
8
70
22. How would you describe the reliability of your Internet service? (reliability is
defined as consistent signal strength)
Response
Response
Answer Options
Percent
Count
Very reliable
33.8%
24
Fairly reliable
56.3%
40
Fairly unreliable
7.0%
5
Very unreliable
2.8%
2
answered question
71
23. How frequently does slow internet speeds make it difficult to do business or work
for you or your employees?
Response
Response
Answer Options
Percent
Count
Always
1.4%
1
Very frequently
8.5%
6
Frequently
14.1%
10
Occasionally
45.1%
32
Rarely
14.1%
10
Very rarely
11.3%
8
Never
2.8%
2
I don't know
2.8%
2
answered question
71
24. Do you ever experience issues with your internet service in the Hot Springs area
that have had a negative impact on your business?
Response
Response
Answer Options
Percent
Count
Often
5.6%
4
Occasionally
40.8%
29
Very rarely
40.8%
29
Never
9.9%
7
I don't know
2.8%
2
answered question
71
25. Would your need for additional bandwidth motivate your to relocate your business
to a location that had higher-speed broadband available?
Response
Response
Answer Options
Percent
Count
Yes
20.3%
14
104 | P a g e
No
I don’t know
answered question
59.4%
20.3%
41
14
69
26. Which of the following apply to your company’s need for additional bandwidth?
Answer Options
I can obtain additional bandwidth, but have chosen
not to invest in it yet.
I cannot obtain additional bandwidth in my area.
I do not know if more bandwidth is available in my
area.
I do not know why I haven’t invested in additional
bandwidth.
answered question
Response
Percent
Response
Count
30.0%
21
30.0%
21
38.6%
27
1.4%
1
70
27. How likely would you be to sign up for faster speeds, if it were available?
Answer Options
Definitely
Very likely
Quite likely
Unlikely
Very unlikely
Definitely not
Already have adequate speeds
answered question
Response
Percent
24.3%
30.0%
22.9%
11.4%
4.3%
0.0%
7.1%
Response
Count
17
21
16
8
3
0
5
70
Response
Percent
0.0%
17.1%
17.1%
15.7%
5.7%
0.0%
10.0%
34.3%
Response
Count
0
12
12
11
4
0
7
24
70
28. What download speed would best fit your needs?
Answer Options
0-4 Mbps
4-24 Mbps
25-50 Mbps
51-100 Mbps
101-300 Mbps
1 Gbps +
I don’t know
answered question
P a g e | 105
29. What upload speed would best fit your needs?
Answer Options
0-4 Mbps
4-24 Mbps
25-50 Mbps
51-100 Mbps
101-300 Mbps
1 Gbps +
I don’t know
answered question
Response
Percent
8.6%
25.7%
8.6%
8.6%
4.3%
4.3%
4.3%
35.7%
Response
Count
6
18
6
6
3
3
3
25
70
30. How much more per month would you be willing to pay for significantly faster
broadband speeds?
Response
Response
Answer Options
Percent
Count
20% more per month
80.0%
56
40% more per month
8.6%
6
60% more per month
5.7%
4
80% more per month
0.0%
0
100% more per month
5.7%
4
answered question
70
31. What more would you do if your connection was significantly faster? (Please
check all options that apply).
Response
Response
Answer Options
Percent
Count
Online purchasing
30.9%
17
Banking
32.7%
18
Employee benefits information
20.0%
11
Bidding on contracts online
20.0%
11
Email
34.5%
19
Access to virtual private networks (VPNs)
29.1%
16
Video conferencing (e.g. Skype)
47.3%
26
Watching online content
38.2%
21
Social marketing (e.g. Facebook, Twitter, LinkedIn)
43.6%
24
Advertising
34.5%
19
Create/update company website
34.5%
19
Sales / e-commerce
32.7%
18
Cloud services (e.g. backup, Google Docs, Salesforce,
40.0%
22
etc.)
Training
30.9%
17
Transfer of larger files (e.g. video, audio, graphics,
60.0%
33
documents)
106 | P a g e
Business Process (e.g. time sheets, stock control,
etc.)
answered question
29.1%
16
16.4%
9
55
32. Have you ever experienced any problems finding new employees with adequate
knowledge to use a computer and access the internet for business purposes?
Response
Response
Answer Options
Percent
Count
Yes
32.3%
21
No
61.5%
40
I don’t know
6.2%
4
answered question
65
33. Do you offer training to employees to learn new software and/or computer
programs?
Response
Response
Answer Options
Percent
Count
Yes
62.1%
41
No
33.3%
22
I don't know
4.5%
3
answered question
66
34. What types of training programs would enable you and/or your staff to utilize the
Internet more effectively for your business?
Response
Response
Answer Options
Percent
Count
Online marketing
30.0%
15
Cloud computing
26.0%
13
Website development
36.0%
18
Using web analytics
18.0%
9
Conducting market research online
26.0%
13
Specific software training
48.0%
24
E-commerce in general
30.0%
15
How to use social media to support your business
56.0%
28
10.0%
5
answered question
50
35. If you or your employees utilize home internet connections for work as well, in
general, what is the level of satisfaction with these connections?
Response
Response
Answer Options
Percent
Count
Very satisfied
14.8%
9
Satisfied
24.6%
15
P a g e | 107
Neutral
Dissatisfied
Very dissatisfied
answered question
32.8%
16.4%
11.5%
20
10
7
61
36. Do you have additional feedback about broadband in Hot Springs that you would like to share?
Answer Options
Response Count
answered
question
25
Response Text
I think it is essential for the city to maintain sustainable growth.
I have cablelynx at home and it is horrible at best... It is all that is available
Hot Springs and Garland County need more cost effective and competitive options for broadband
service. Wider coverage areas are also needed county-wide. Broadband choices are very limited, and
many areas have only one provider, thus the cost is higher. Broadband is quickly becoming another
utility. Cities providing it are growing at much faster rates than those that do not.
Surrounding areas still don't have good options. It makes is super hard to connect from home for some.
I would change internet companies if there was an option in my area other than Resort Cable. This
cable company would actually put out a warrant for your arrest if you did not return the cable box.
They don't do that anymore, but they did for many, many years. They basically used our Sheriff's
department as a glorified collection agency for free. I know that many of the business owners in the
area feel the same way. If Resort Cable had any level of competition in the area, they would be shut
down.
HS should offer good fast reliable free wifi in all of downtown area and promote it so every visitor and
resident knows how to get on it. This will really add to the positive experience of the visitors and also
residents. The question in the survey about how much am I willing to pay for faster internet is a loaded
question bcuz the survey makes u answer it and the minimum amount one can choose is up to 20%.
Minimum should of course be zero.
Most employees with money or skills live outside the city limits. Reliable high speed internet access is
very spotty outsdide the city limits.
There is not enough competition in internet providers in Hot Springs. AT&T is highly unreliable and has
established business practices which systematically steal from customers (automatically provide less
than promised data rates). Resort cable provides most of the service in HS and has repeatedly won the
"worst business in HS" award for customer service. We need additional options, better rates - and
competition.
If more is available at a reasonable price we will purchase. The commercial construction industry is
becoming heavily dependent on file transfer and field documentation (Video and Documentation). At
this time, Hot Springs "broadband" is limiting our opportunity for growth and our opportunity to
execute our work scope in an efficient manner.
Need it to attract businesses to Hot Springs !!
Better broadband means a better educated population which means better jobs, higher order thinking
processes, and less ignorance of self defeating habits that degrade society.
108 | P a g e
Broadband is necessary downtown specifically. It will NOT develop without it. It is like water and sewer,
an essential utility service. I plan to bring 110 temporary jobs and 70 permanent jobs this year in
August. And more beyond that. But not if broadband is not available.
Speed seems to be much slower and less dependable than other cities where I work and visit.
Wide diffference in service from the two providers. If business is in the right location, then ATT is the
better value, if not it is necessary to go with Resort Cable which is faster but more expensive because
they are the only other game in town and they know it. For home users the only option with speed is
Resort Cable as ATT only offers DSL at a DL speed of about 3mps which will not even allow on line bill
paying without freezing up the computer. Their(Resort Cable) bait and switch from $19.95 to $54 after
one year should be against the law, but it is the only choice we have now. If there was an alternative
for home service I would switch tomorrow.
Solution is ATT installing fiber optic lines as they have done downtown and offering higher speeds to all
or another vender with some other form of access to compete with Resort Cable
First, let's acknowledge that Resort TV Cable (Wehco) has a virtual monopoly - yes, AT&T and satellite
are available in certain areas but not widely enough. Resort TV Cable's record leaves a lot to be
desired. They have been voted the worst company in Garland County and for good reason: their
service record is terrible - just look at my test results. They promise uploads of not less than 4 mbps
(mine was 2.97); and downloads of a minimum of 14 mbps (mine was 3.21): False advertising as well
as lack of performance.
Were there competition, they would have to perform. I gave up cable TV because they are so terrible.
I am seriously considering changing to Verizon to avoid them all together.
They don't have personnel available to answer questions, don't know why their service is down, and
every other excuse to avoid responsibility. When I have asked for credit for the time the service is
down, I have been scoffed at. I tried to help an elderly friend determine why her service was down but
since her service is bundled using the cable for her phone, we couldn't get the technician to help. How
is this possible???
Since the City authorizes their franchise, the City shares culpability. The City should insist on viable
competition and not let Resort TV maintain its stranglehold. Railroads have sunk costs but have to
compete with trucks so should Resort TV have to compete.
Reliability is key! That is a reliable connection at a reliable speed.
Telephone and Internet are way too expensive for this area
Office is ok. Rates are higher here than in Little Rock and other communities. Issues lie with residential
service. Have had issues with both AT&T (DSL) and Cable with fluctuation of rates.
When will Fiber Optic cable be available?
N/A
Necessary for the downtown area to grow.
We need more options here in Hot Springs for internet providers and cable TV. My kids lived in
Conway and their bundle of TV and internet was much less than it is in Hot Springs.
I have LR high speed through Comcast and it is 5-7 times faster than what Resort has available...
I am in the Allstate Insurance business and 100% of our revenue id dependent on web access and
bandwidth... We need speed.. It's 2015... Someone needs to step up... WalMart near my Buena Vista
office just ran their own fiber optic cables over 1/2 mile to get their problem fixed.... My small business
cannot absorb that infrastructure cost. It also shouldn't have to...
P a g e | 109
Have U-verse at our Little Rock location and can't wait for it to be available at our Hot Springs location.
Check for it every month or so but nothing yet for our address.
More choice and lower costs for business accounts. There is no reason for business accounts to be
prices 2 or 3 times more than a residential account.
110 | P a g e
TABLE OF CONTENTS
TABLE OF CONTENTS ..................................................................................................................................... 2
I. EXECUTIVE SUMMARY ................................................................................................................................ 3
Arkansas Small Business Broadband Utilization Study .............................................................................. 3
II. SMALL BUSINESS TECHNOLOGY RESOURCES ............................................................................................ 5
Website Development............................................................................................................................... 5
Social Media .............................................................................................................................................. 6
E-Marketing ............................................................................................................................................... 7
Online Sales and E-Commerce .................................................................................................................. 8
Accounting ................................................................................................................................................ 9
Inventory and Point of Sale ..................................................................................................................... 10
Cloud Computing, Information Back-Up and Security ............................................................................. 11
Search Engine Optimization (SEO) and Search Engine Marketing (SEM)................................................. 12
Crowdfunding .......................................................................................................................................... 13
Mobile Applications ................................................................................................................................. 14
2|P a g e
I. EXECUTIVE SUMMARY
Small business serve as critical components of local economies. In Arkansas, small businesses represent
98.6 percent of all employers and employ 50 percent of the private sector labor force. These small
businesses are most likely to purchase from and sell to other local businesses, keeping wealth circulating
within, instead of outside, a community. Small businesses also contribute to tax revenues, create jobs and
contribute to vibrant neighborhoods where people want to live, shop, and work. Small businesses benefit
from broadband adoption and use in three primary ways:



Increase revenue via more thorough connections with existing customers, while accessing a vast
marketplace of potential customers.
Decreased expenditures from operational efficiencies; and
Information sharing and access to the knowledge and experience of others, on a global scale.
The Arkansas eStrategy Report, released in March 2015, reported that these small businesses experience
the weakest broadband utilization levels compared with organizations with a larger number of employees
Furthermore, Arkansas’ small businesses have the least internal capacity and expertise to adopt more
sophisticated internet applications, which could provide a critical avenue for business growth and
sustainability.
The Hot Springs Small Business Technology Toolkit aims to increase small business adoption of
broadband-powered technology in Hot Springs. While not meant to be an authoritative curriculum, nor
an endorsement of the technologies, products, or companies described, it should be understood as a
source of information, resources, discussion, and tools that serve as a starting point and general guide.
This toolkit provides resources, strategies and recommendations for educating local business owners
about the opportunities and benefits of utilizing broadband and related technologies, with the ultimate
goal of increasing adoption, strengthening local businesses and, as a result, the local economy.
Arkansas Small Business Broadband Utilization Study
Between December 2014 and February 2015, Connect Arkansas partnered with Strategic Networks Group
to survey 1,532 businesses across the state to gain an understanding of the importance of broadband to
economic development in Arkansas. 1 The findings are significant:
Choosing a Business Location
Broadband is key to both attracting & retaining businesses.


Two in five (39.6%) Arkansas businesses say that broadband service was “essential” in selecting
their current business location.
Nearly three in five (58.3%) say broadband is “essential” for remaining in their current location.
1
http://sngroup.com/wp-content/uploads/2015/03/SNG-Arkansas-Key-eSB-Findings2015.pdfhttp://sngroup.com/wp-content/uploads/2015/03/SNG-Arkansas-Key-eSB-Findings-2015.pdf
Page |3
Financial Impact
Broadband is currently responsible for 3 in 10 new Arkansas jobs and a quarter of Arkansas businesses’
revenues.


In Arkansas, total job impact from broadband represents 29.4% of all new jobs.
Current level of internet application utilization accounts for 24.7% of overall revenues and costs
savings, averaging 6.6%
Findings across Arkansas Reveal a Business “Digital Divide”
Smaller, rural businesses need help in how to use the Internet and broadband to effectively benefit from
the digital economy.


The smaller a business, the lower the internet application utilization.
The more rural an organization, regardless of connection speed, the lower the level of utilization.
Findings across Arkansas Show Gaps, Untapped Potential
While the impacts are significant, there is clearly opportunity for increases in revenues, jobs, and the tax
base.


4|P a g e
Only 40.3% of businesses sell goods and services online and just over 36.8% deliver services and
content online.
Barriers are evident, as nearly half (46.4%) of surveyed Arkansas businesses state that they are
not taking full/better advantage of broadband and its solutions because of a lack of in-house
knowledge while 31.4% are not utilizing the internet because they don’t fully understand the
benefits.
II. SMALL BUSINESS TECHNOLOGY RESOURCES
Benefits
Website Development
What it is
How it works
Why it matters



Increased revenue
Decreased expenditures
Information share
Website development is the creation and maintenance of an online site available to
anyone using the internet. It includes the design of the site, development of the
content, e-commerce and marketing set-up, browser and server scripting, network
security configuring and analytics.
Larger organizations and businesses may have hundreds of web developers, all
working to make a website more attractive, user-friendly, secure, profitable, etc.
Since business owners best understand how their business functions and can
identify the ways in which a website can support their particular business needs,
having rudimentary web development skills can be extremely useful. In addition,
free website analytics services can provide graphs, charts and other visual displays
to explain the proficiencies and deficiencies of a website.
Consumers, both locally and around the world, more and more expect to go online
to purchase or learn about goods and services. A well-functioning website is the
best way for small businesses to utilize this global trend and reach a greater market
than local connections and word-of-mouth allow. Having a web presence puts a
business in front of a wider audience. Many people, especially younger
generations, use the web to check-out a business prior to becoming a customer.
Even a single webpage that includes basic information, hours of operation contact
information and directions can help boost business appeal.
Resources
www.gybo.com/ar
Google’s free website builder for Arkansas small businesses.
www.google.com/analytics
Allows a user to easily measure sales and conversions, and
provides visual insights into how visitors use and arrived on a site
and how to can keep them coming back.
www.wix.com
A free, cloud-based web development platform with over 50
million users worldwide.
www.weebly.com
Enables you to create a free website or blog by using a simple
drag-and-drop interface.
Page |5
Benefits
Social Media
6|P a g e


Increased revenue
Information share
What it is
Social media is a means of online interaction, in which people create, share, and
exchange information and ideas in virtual communities and networks. Social
media focuses on user generated content and on frequent, high levels of
interaction.
How it works
The most popular social media outlets are Facebook, YouTube, Twitter, Pinterest,
and LinkedIn, all of which cater to a different demographic of social media
participants. Using these online applications, people interact and share via brief
posts, “statuses,” comments, updates, etc. that include text, links, pictures,
videos, or other media.
Resources
Social media outlets have become a quickly and largely increasing portion of
interaction between people. Small businesses can capitalize on this trend by using
social media to promote their brand, provide sale descriptions and incentives,
reach out to people with particular interests and post customer-attracting
information directly to current and prospective customers. Having a Facebook
and Twitter account has become standard for online businesses
facebook.com/business/overview
Facebook for Business, offering steps to success and ways to
employ virtual word-of-mouth marketing.
business.twitter.com/twittersmaller-businesses
Twitter business best practices, case studies and other resources
business.pinterest.com
Incorporating Pinterest as a marketing tool for a business.
smallbusiness.linkedin.com
Detailed guide to using LinkedIn’s features for better business
prospects.
nyc.gov/foursquare
Detailed guide to using Foursquare’s location-based check in for
business marketing.
E-Marketing
Benefits


Increased revenue
Information share
What it is
E-marketing, or online advertising, is promotion of a product or service to a greater
audience via the internet.
How it works
Examples of online advertising include contextual ads on search engine results
pages, banner ads, blogs, rich media (fancier hovering, movement, changing
effects) ads, social network advertising, online classified advertising and e-mail
marketing and promotion. Many of these advertisement types are delivered by an
advertisement server or network that connects businesses to sites looking to host
their advertisements
Why it matters
E-marketing is critical to helping businesses expand their market by attracting new
customers not be reached by traditional marketing practices
Resources
nyc.gov/email_marketing
Guide to Email marketing from AWeber.
Googleusercontent.com
Google’s small business online marketing guide.
mailchimp.com/
MailChimp email and newsletter marketing product.
constantcontact.com
Constant Contact small business marketing tool.
Page |7
Online Sales and E-Commerce
Benefits


Increased revenue
What it is
E-commerce is the sales component of e-business, enabling the buying and
selling of a product or service to take place electronically
How it works
By creating an online catalog or ‘virtual storefront,’ businesses can allow
customers to browse and shop online. With the help of a data collection and
communication system, and electronic funds transfer capability, customers
can order and pay for a product or service online.
Why it matters
E-commerce sales have exploded in recent years, with more and more people
having access to internet and using it to browse or shop online. In 2012 ecommerce revenue totaled $224 billion, and is expected to reach over $360
billion by 2016. Small businesses can increase sales to new and existing
customers, especially to those not in their immediate area.
Resources
8|P a g e
www.sba.gov/content/ecommerceresources
The Small Business Administration provides resources to help
businesses make the most of ecommerce.
nyc.gov/online_store
How to open an online store, content provide by Shopify.
pages.ebay.com/education/index.html
Ebay’s general informational guide, including using its services
to market products in an easy to set-up online store format.
www.paypal.com
Paypal offers its services to expedite and simplify both sides
of the online transaction process.
www.etsy.com
Similar to Ebay, a global marketplace with userfriendly tools
to set up an online shop
Benefits
Accounting

What it is
Using web-based and computer-based technologies to providing
the accounting function for a business.
How it works
Technology-based accounting can involve research, training and
education through computer-based/internet-based tool kits,
resources, international materials, institute and company
databases and financial spreadsheet tools to provide efficient
decision making in business finances.
Why it matters
Online accounting makes bookkeeping easier and faster, and is
more efficient to track than sorting through piles of paper. It
increases productivity and can simplify understanding a business’s
finances and future needs.
Resources
waveapps.com
A free invoicing and accounting software that is useful for a
small business in terms of cost, function and accessibility.
http://www.pcmag.com/article2/0,28
17,2458748,00.asp
Descriptions of the top accounting software packages that
work well in small business applications.
invoicejournal.com
A free invoicing tool that allows you to create an unlimited
number of invoices for an unlimited number of clients, and
browse, sort and search invoices from anywhere.
Page |9
Benefits
Inventory and Point of Sale


Increased revenue
What it is
A point of sale system (POS) refers to a system that manages the moment at which
a retail transaction is completed and a customer pays a merchant in exchange for
goods or services.
How it works
A point of sale system typically includes a computer, monitor, cash drawer, receipt
printer, customer display and a barcode scanner, as well as a debit/credit card
reader. Some point of sale systems are cloud-based, meaning they use web-based
software and store information remotely via the internet, allowing instant
centralization of data and access from anywhere. Product and customer
information is tracked and can be easily reviewed.
Why it matters
If you don’t have a POS system, you probably don’t know what you’re selling,
when you’re selling it, and how much of it you’re selling. You don’t know your
inventory counts. You can’t check sales without being in the store. You don’t know
who’s working and when. Basically, making smarter business decisions is more
difficult for you to make. Web-based point of sale systems boost productivity by
simplifying the inventory and purchasing process and making relevant information
instantly available. They can also help businesses learn more about their customers
and buying trends, knowledge that can then be used to increase revenues.
Resources
nyc.gov/pos_system
A how-to-guide for choosing a POS system, with content provided
by ShopKeep POS.
shopkeep.com
An cloud-based iPad point of sale system popular with small
businesses.
squareup.com
An application that allows a person to accept credit card payments
via a free Mobile Card Reader that plugs into smartphones.
Imonggo.com
A free web-based point of sale software and retail management
system.
10 | P a g e
Cloud Computing, Information Back-Up and
Security
Benefits


Information share
What it is
Back-up of important business information and data to be easily accessed in
the future, and securing a business from cyber and other threats.
How it works
Security and information back-up software provide encryption, firewalls,
storage and instant access via the internet.
Why it matters
Small businesses are often too preoccupied with other things to consider
back-up and information security, but information or data loss can be
extremely detrimental to a business in terms of current operations and
future plans. Technology has made protecting that information cheaper and
more convenient than ever.
Resources
Dropbox.com
A free and easy to use online file back-up system.
Mozy.com
A web-based storage and security software that protects a
business’s computers and servers and the information that
they contain.
Cloud.google.com
GoogleCloud is a platform that offers file and information
storage, data analysis and other tools.
Google’s cloud-based suite allows co-working and sharing
google.com/intx/en/work/apps/business/ from anywhere on any device. It is simple to use and
manage, and has built-in security features.
Nyc.gov/cyber_security
A guide to small business cyber security provided by Kalki
Consulting.
P a g e | 11
Search Engine Optimization (SEO) and
Search Engine Marketing (SEM)
Benefits


Increased revenue
Information share
What it is
SEO is the process of increasing the visibility of a website in search engines. SEM is
marketing through search engines that works in tandem with SEO
How it works
SEO can be done by editing site content, HTML and associated coding to increase
the prevalence of specific keywords and thus the overall relevance and visibility of
a website. Promoting a site to increase the number of inbound links also helps in
SEO. Marketing is typically done directly through the search engine providers.
Why it matters
SEO increases site traffic and user-friendliness of the site, which directly correlates
to higher revenue. SEM increases visibility in search results to increase site traffic,
public awareness and, eventually, revenue.
Resources
moz.com/beginners-guide-toseo
An in-depth manual for understanding SEO and how to use it
effectively.
google.com/webmasters/
Webmaster tools to understand how Google “sees” a website.
google.com/trends/
See what people are searching for and what is trending on Google.
google.com/adwords/
Advertising via Google searches, free sign-up and pay-per-click.
12 | P a g e
Crowdfunding
Benefits


Increased revenue
Information share
What it is
Crowdfunding is the collective effort of individuals who network and pool their
money, usually via the Internet, to support the efforts of entrepreneurs, causes or
business start-ups.
How it works
People interested in an idea, business plan or prospective or existing product
provide microloans or small donations to eventually reaching the total loan amount
for the business or entrepreneur
Why it matters
Crowdfunding can be important for creative entrepreneurs or those outside the
scope of regular lending channels, and is a great way to get a community involved
and invested in business success. However, while crowdfunding can be a good
option for certain businesses, interested entrepreneurs should note that there are
certain legal, tax, and credit score implications to be considered. In addition,
crowdfunding provides capital without business training or counseling, critical
components for start-up success.
Resources
Kickstarter.com
A funding platform for creative projects and startups.
Fundable.com
The largest business crowdfunding platform dedicated exclusively
to helping companies raise capital.
Indiegogo.com
Since 2008, millions of contributors have empowered hundreds of
thousands of inventors, musicians, do-gooders, filmmakers—and
other game-changers—to bring big dreams to life.
Mycofolio.com
CoFolio is a crowdfunding website that helps connect small
businesses with local funders.
P a g e | 13
Benefits
Mobile Applications



Increased revenue
Information share
What it is
A mobile website is a version of a standard website, optimized and designed to
engage your customers on their mobile devices such as cell phones and tablets.
Since mobile devices have smaller screens and use different operating systems and
browsers, your website needs to be redesigned.
How it works
Software applications for all types of things are now developed to suit mobile
needs. More and more businesses utilize them for their operations, and to support
marketing efforts via customer deals, promotions and other incentives.
Why it matters
Mobile Apps are an increasingly important way for businesses to connect with
people who may not use traditional computers as often as a smartphone or tablet.
The displays and functionality of many of these applications has increased their
popularity as a goto for consumers. Mobile apps can also make operating a
business more convenient by enabling on-the-go operations
Resources
Nyc.gov/mobile
NYC Business Solutions Guide to Mobile Websites, content
provided by bMobilized
google.com/think/multiscreen/
Google’s service to build a mobile site and connect businesses with
developers.
biznessapps.com/
A tool to create a mobile website or application for a business.
bmobilized.com/
Offers a DIY solution for website mobilization.
14 | P a g e

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