Gig.U

1. Gig.U Mayor Marks & Commissioners December 2011 The University Community Next Generation Innovation Project Michael G. Barrett Associate Vice President – Chief Information Officer The Florida State University Tallahassee, FL 32309

2. The University-Community Next Generation Innovation Project • On July 27, 2011, 29 leading research universities (today there are 37), working in partnership with their local communities, announced the formation of Gig.U Gig.U Mission • Accelerate the deployment of world-leading, next generation networks in the United States Gig.U Purpose • Provide an opportunity to lead in the next generation of ultra-high speed network services and applications

3. The Gig.U approach v. the alternative The Alternative Approach • Sole supplier makes a limited product offering • Communities organize to attract supplier • Demand significantly greater than supply • Supplier has more power during negotiations One Supplier  One Solution

4. The Gig.U approach v. the alternative • Original Equipment Manufacturers • Application • Developers • Content Development Networks Gig.U Approach: Reverses the Alternative Approach and Expands the Opportunity • Other vendors • Collective action by project members incentivizes private sector • Multiple suppliers organize to meet market demand • New market dynamic: multiple suppliers, multiple consumers with shared goals • More equal negotiating power Many Suppliers  Many Solutions

5. Why this matters for us • Top 5 things that Google Fiber will do for Kansas City (according to Think Big Partners): • Assist startups and entrepreneurs • Bring big business • Improve home networks • Create more jobs • Put Kansas City on the IT map • Top 5 things that the Google Fiber project can do for the world: • Provide faster internet • Improve education • Generate new deployment techniques • Create next-generation apps • Transform business • Wall Street Journal recognized Kansas City as a new Information Technology Hub (“Silicon Prairie”) Gig.U Can Help Bring These Benefits and More to Tallahassee

6. Why this matters for us • Cutting edge technology and infrastructure can help Tallahassee and FSU continue to attract the top businesses, faculty, staff, students and to the community • Helps the community maintain and build upon its existing reputation as a leader in technology and almost every other discipline • Technology and large data streams are becoming increasingly important to all sectors and parts of our economy

7. Advancing world-leading networks: our strategy • Identify and utilize strategic target markets • Develop test-beds for next-gen network deployments and app development Gig.U Strategy Gig.U believes, given the pre-existing use by faculty, staff, students and others in our communities, that we have the highest demand for bandwidth of any set of communities in the United States and therefore are the most logical place to test the demand for next generation speeds, as well as being the most likely communities to develop the innovations that will drive increased demand in other communities. Gig.U members are willing to explore with potential providers techniques that could help determine where in the community that demand is likely to be highest and develop a deployment schedule that reflects that expressed demand.

8. University-communities: a strategic market opportunity Advantages of University-communities Demand for Bandwidth = Greatest Positive Impact of Network Access = Greatest Cost of Deployment = Least

9. Advancing world-leading networks: our tactical approach • Identify and utilize strategic target markets • Develop test-beds for next-gen network deployments and app development Gig.U Strategy • Use collective action to attract private capital • Aggregate demand • Lower transaction costs • Use competitive forces to reveal trade-offs Gig.U Tactical Approach

10. Advancing world-leading networks: our tactical approach Gig.U members are open to working in collaboration with private sector partners to develop deployment and service strategies that focus on specific applications that may be of particular interest to partners. For example, members may work in collaboration with a service provider and a health care provider who agree to fund some portion of the network or commit to a contract for a set amount of services to make sure that specific end-users or areas of the community receive 1 Gbps service because doing so would help the health care provider evaluate certain new technologies. Private sector companies, in addition to public sector entities, would identify additional use cases particular to their environments, as discussions and dialogue concerning deployment progress.

11. Advancing world-leading networks: our process • Identify and utilize strategic target markets • Develop test-beds for next-gen network deployments and app development Gig.U Strategy • Use collective action to attract private capital • Aggregate demand • Lower transaction costs • Use competitive forces to reveal trade-offs Gig.U Tactical Approach • Organize members and develop RFI • Engage potential partners for creative responses to the RFI • Evaluate responses to pave path forward Gig.U Process

12. Gig.U process timeline • July 27: Public launch • Mid-September: Release Request for Information • September 26: RFI Meeting • Provide potential respondents an overview and opportunity to ask question about the RFI • Face to face interactions and meetings between Gig.U members and potential respondents • September – October: Follow Up Discussions • Gig.U staff to facilitate additional interactions between members and vendors to encourage creative and useful responses • Gig.U members collaborate and exchange ideas with community partners. • Initially November now extended to December 2, 2011: RFI responses due

13. Gig.U process timeline • December 2, 2011: RFI responses due • The RFI seeks to gather conceptual frameworks and indications of interest from vendors interested in working with Gig.U members to develop strategies to deploy self-sustaining, next generation broadband networks that will provide affordable, high-speed services to our communities. • All else being equal, members will favor a strategy that offers consumers and businesses more services; however members are not seeking to procure a specific suite of products at this time. Rather, they are seeking strategies to collaborate with vendors in mutually beneficial ways that will promote their communities as hubs of innovation with cutting edge networks and services available to local residents and businesses

14. How the Community Can Help • Public demonstrations of support • Letters • Op-eds • Community resolutions • Define community priorities to help facilitate discussion with potential partners • Geographic areas of interest • Government priorities and potential uses • Consider ways to use community assets to attract private sector partners • Survey of existing assets • Evaluate local regulatory policies • Consider willingness to support marketing and education efforts • Help with outreach to other local stakeholders

15. Advancing world-leading networks: our opportunities Gig.U Strategy • Identify and utilize strategic target markets • Develop test-beds for next-gen network deployments and app development • Use collective action to attract private capital • Aggregate demand • Lower transaction costs • Use competitive forces to reveal trade-offs Gig.U Tactical Approach • Organize members and develop RFI • Engage potential partners for creative responses to the RFI • Evaluate responses to pave path forward Gig.U Process • New approaches to health care, education, job training and other critical social needs • Improved platform for research • Improved platform for small business development Gig.U Opportunities

16. The benefits of world-leading networks

17. Questions