Executive Summary

When Mike Sanders walked into the Oklahoma Broadband Office in March 2023, he encountered a striking irony: the office tasked with deploying $1.3 billion in federal funds to expand broadband access across the state didn't have its own internet connection. This moment would come to symbolize both the scale of the challenge ahead and the office's remarkable journey from humble beginnings to implementing the largest broadband expansion in Oklahoma's history.

Background and Context

Formation of the State Broadband Office

The Oklahoma Broadband Office emerged from a legislative mandate to achieve 95% broadband coverage across the state. At the time Sanders assumed leadership, the FCC reported Oklahoma's coverage at 85%, with approximately 170,000 locations remaining unserved or underserved. The office faced a unique position in Oklahoma's governmental structure - operating as what Sanders describes as a "chameleon" agency. While required to follow state procurement rules and procedures, the office operates entirely on federal funding without state appropriations, creating both challenges and opportunities in its operations.

Initial State of Operations

The office began with just three remote employees and minimal infrastructure. There were no established procedures, policies, or even basic office necessities. Sanders recalls, "We were asked to build broadband with glue and toothpicks." This starting point emphasized the need for rapid but thoughtful organizational development.

Leadership Philosophy and Approach

Sanders brought a unique perspective to the role, shaped by his background in public service. Initially hesitant due to limited broadband expertise, he was drawn to the position by its potential impact on rural communities. "I'm a big picture guy," Sanders explains. "And I know what this is going to mean for Oklahomans, for generations to come."

His leadership approach emphasizes:

• Pragmatic problem-solving
• Transparent communication
• Strong stakeholder relationships
• Bipartisan cooperation, exemplified by his motto: "This isn't a red issue. This is not a blue issue. This is a red, white and blue issue."

Organizational Development and Capacity Building

Under Sanders' leadership, the office underwent a rapid transformation from three remote employees to a fully-staffed agency of 21 professionals. This expansion included critical roles in:

• Grants management
• Financial operations
• GIS analysis
• Legal counsel (requiring new legislation)
• Communications and outreach
• Technical support

The growth wasn't just numerical - it represented a fundamental shift from what Sanders describes as the "wild wild west" to a structured organization with clear policies and procedures. This transformation was essential for managing the substantial federal funding entrusted to the office.

Program Implementation and Early Successes

ARPA Funding Distribution

One of the office's first major initiatives was the distribution of $374 million in ARPA State and Local Fiscal Recovery Funds. The program achieved significant geographic coverage, with projects in 55 of Oklahoma's 77 counties. Currently, 54 of the 130 announced projects are under construction, positioning the state well to meet the December 2026 deadline.

Strategic Infrastructure Development

Recognizing gaps in the state's broadband infrastructure, the office allocated $35 million for middle-mile projects - a strategic decision to enable future last-mile deployments and strengthen the backbone of Oklahoma's broadband network. This investment was designed to support both current projects and upcoming BEAD program implementations.

Capital Projects Fund Success

In September 2024, the office announced that it was allocated approximately $158 million in CPF funds, supporting 50 projects across 12 Internet Service Providers. These projects, combined with $109 million in matching funds from ISPs, will connect approximately 28,000 Oklahoma homes and businesses to high-speed internet.

Stakeholder Engagement and Partnerships

Tribal Relations

A critical component of the office's success has been its comprehensive engagement with Oklahoma's 39 federally recognized tribes. Despite complex jurisdictional challenges and disputed boundaries, the office prioritized reaching out to all tribal nations, recognizing their essential role in achieving universal broadband access.

State and Federal Coordination

The office navigates a unique position between state and federal requirements. Sanders' experience as a former state legislator has proved valuable in educating stakeholders about the office's federal funding structure while maintaining productive relationships with state leadership.

Looking Forward: The BEAD Program and Beyond

The office is taking an innovative approach to BEAD implementation through its "Network Expansion Territories" (NETs) strategy, and will draw project areas that combine both appealing and high-cost regions, ensuring more equitable coverage.

Sanders maintains a pragmatic approach to technology solutions, estimating that while the majority of BEAD connections will be fiber, alternative technologies like licensed fixed wireless and satellite will play crucial roles in reaching the most challenging locations. This flexibility aligns with the office's goal of achieving universal access while being mindful of cost-effectiveness.

Results and Impact

Quantitative Achievements

In 2024 alone, the Oklahoma Broadband Office, working in partnership with ISPs, directed $625 million toward broadband infrastructure - marking the largest single-year investment in the state's history. This progress is visible in communities across Oklahoma, with Sanders noting that residents are seeing "tangible items... the orange spools of fiber and the conduit" - physical evidence of progress despite temporary construction inconveniences.

Progress Toward Coverage Goals

While the FCC currently reports 85% coverage across Oklahoma, the office is on track to exceed its legislative mandate of 95% coverage, with Sanders confident they'll "go north of that" once CPF and BEAD implementations are complete. This progress represents meaningful change in communities that previously lacked any high-speed internet access.

Lessons Learned and Best Practices

Building from the Ground Up

1. Balance Immediate Action with Long-term Planning: The office demonstrated how to simultaneously handle urgent operational needs while building robust frameworks for future programs. Rather than taking a sequential approach, Sanders' team developed comprehensive strategies for multiple funding streams (ARPA, CPF, BEAD) while building internal capacity and maintaining stakeholder relationships. This parallel processing approach enabled the office to meet immediate deadlines while preparing for future opportunities.
2. Focus on People, Policies, and Procedures: Sanders emphasizes these three elements as crucial to the office's success, noting that establishing proper frameworks and hiring the right team members created a foundation for effective program implementation.

• Take a measured approach to challenges: Sanders advocates for "continuing to block and tackle until we're told not to," rather than becoming paralyzed by uncertainty about federal programs or regulations.
• Maintain flexibility in technology solutions: While prioritizing fiber deployment, the office remains open to alternative technologies for very high-cost, last-resort locations.
• Focus on sustainable progress: The office has structured its programs to maintain workforce continuity across different funding sources, from ARPA through BEAD implementation.

Conclusion

The Oklahoma Broadband Office's journey from a three-person remote team to a fully-functional agency managing over a billion dollars in federal funds demonstrates the importance of leadership, strategic planning, and stakeholder engagement in successful broadband deployment. Sanders' vision of the program's generational impact is perhaps best captured in his own words: "I get chills when I talk about what we're doing because I know that in ten, 20 years we're going to have our hand on history... The kids and grandkids of people I see at ribbon-cutting events in rural Oklahoma, they're going to be part of something so special and so unique."

The office's success in rapidly building capacity, establishing effective procedures, and maintaining strong stakeholder relationships while managing complex federal programs offers valuable lessons for other state broadband offices. Their experience demonstrates that with proper leadership and organizational development, even offices starting from minimal resources can effectively manage large-scale broadband deployment programs.

Most significantly, the office's work extends beyond mere infrastructure deployment - it represents a transformation in Oklahoma's digital landscape that promises to enhance healthcare, education, tourism, and economic development for generations to come.