COUNCIL BUNDABERG REGION DIGITAL ECONOMY STRATEGY LOGON TO BUNDABERG

Transcription

1 BUNDABERG REGIONAL COUNCIL BUNDABERG REGION DIGITAL ECONOMY STRATEGY LOGON TO BUNDABERG

2 CONTENTS CONTENTS... 2 MESSAGE FROM THE MAYOR EXECUTIVE SUMMARY Background Goals and Objectives Landscape for the Digital Economy Ahead BACKGROUND DIGITAL ECONOMY What is the Digital Economy? Importance of the Digital Economy Benefits and Opportunities of a Digital Economy Opportunities for Business Improved Healthcare and Quality of Life Enhanced Education Improved Government Service Delivery Environmental Benefits The Digital Economy in Australia National Strategy Regional and Local Strategies DIGITAL CAPABILITIES AND THE BUNDABERG REGION Regional Demand Drivers Future Growth Demand-Side Opportunities Page 2 of 37 Bundaberg Region Digital Economy Strategy

3 4.2 Regional Supply Assessment of the Services Industry Assessment of Supporting Infrastructure Supply-side Opportunities Regional Leadership STAKEHOLDER ENGAGEMENT Identification Management Engagement Communication Strategy Messaging Channel Management Stakeholder Feedback Stakeholder Risk and Impact DIGITAL ECONOMY STRATEGY ACTION PLAN APPENDICES Appendix 1: Digital Economy Action Plan Appendix 2: Bundaberg Fibre to the Premise Rollout Map (Stage 1) Appendix 3: NBN Co. Queensland Coverage Map Appendix 4: Telecommunications Infrastructure Mapping Appendix 5: Bundaberg Region Overview and Internet Statistics Page 3 of 37 Bundaberg Region Digital Economy Strategy

4 MESSAGE FROM THE MAYOR We are at a critical point in time where the future of our region will be shaped by our ability to leverage the extraordinary pace of technological change. Cr Mal Forman, Mayor As the global and digital economies converge and become seamlessly connected, the Bundaberg Regional Council is committed to promoting regional engagement and participation in the digital marketplace. As part of this commitment, Council has established a digital economy strategy that will drive the digital capabilities within the Bundaberg Region and also align our region s digital future to that of the Wide Bay Burnett Regional Organisation of Councils (WBBROC), Queensland and national strategies. Fulfilling this digital economy strategy will require a collaborative effort between industry, businesses, community groups, and residents across the region. Together we will reinforce our region s commitment of being nationally and internationally competitive, encouraging economic growth, and maintaining a superior quality of life through our focus on the following areas: Establishing Council s digital leadership throughout the region Promoting new technologies conducive to the evolving digital world Supporting digital readiness through business transformation Building digital skills through education Encouraging new initiatives through digital innovation On behalf of the Bundaberg Regional Council, it is my pleasure to present the following Digital Economy Strategy and Action Plan that sets the direction and vision for our region over the coming years and beyond. I thank you for your interest in our region s future and taking the first step in understanding the strategy to build our digital economy. Mal Page 4 of 37 Bundaberg Region Digital Economy Strategy

5 1. EXECUTIVE SUMMARY 1.1 Background The Bundaberg Regional Council ( Council ) has developed its strategy for readying industry, businesses and communities to embrace the digital economy, as well as align strategic goals and objectives with that of the regional, state and national governments. Council is taking a proactive stance toward increasing participation in the activities that will support our digital economy and is excited to be taking a leadership role in this area on behalf of our community. The following strategy (and accompanying Digital Economy Strategy Action Plan) outlines key objectives and actions considered necessary to deliver Bundaberg Region s digital economy and support the region s overarching economic development strategy. 1.2 Goals and Objectives The Bundaberg Regional Council has developed the following key goals and objectives to guide its digital economy strategy: Collaborate with residents, community groups, businesses, and industry leaders to promote the benefits of participating in a digital economy. Educate the overall community on the benefits and opportunities afforded by the NBN rollout and other next generation broadband infrastructure to fully leverage the enhanced capabilities that will arrive through the enhanced use of broadband. Assist ICT providers to transform their business models and actively promote new technologies and services that are conducive to the evolving digital marketplace. Support regional businesses in transforming their current digital capability so as to improve productivity in the way they operate, collaborate and communicate within the digital marketplace. Engage educational institutions to promote technology related career paths and the skilled workforce that will be needed to maintain the technology infrastructure and supporting services of Bundaberg s digital economy. Close the gap on the digital divide by facilitating increased broadband infrastructure rollout and by delivering equal access, knowledge, and use of technologies, so as to reduce social isolation, inequality, and effects of distance. Adapt to a changing digital environment by encouraging new initiatives supported by digital innovation and creative use of technology throughout the community. To achieve these goals, the Bundaberg Regional Council has set the following objectives: Facilitate broad-based support and engagement among businesses, residents, non-profit organisations, educational institutions, and community leaders. Improve productivity through digital innovation and advanced technology. Increase employment opportunities. Leverage the region s low cost of living by encouraging tele-workers or the digital workforce to reside in the region and utilise technology to work remotely Page 5 of 37 Bundaberg Region Digital Economy Strategy

6 Diversify the economic base through increased technology investment opportunity across major industry sectors. Reduce economic leakage. Reduce time and cost (real and opportunity) relating to the tyrannies of distance. Reduced social isolation and inequity. 1.3 Landscape for the Digital Economy Ahead The Bundaberg Region s digital economy strategy requires insight into key stakeholders, their respective capabilities, and understanding the future opportunities that will promote engagement within the region. This strategy evaluates the current state and future opportunities for digital capabilities relative to the three core areas of influence that include regional demand, supply, and leadership. Regional Demand The demand side consists of all existing and potential users participating in the digital economy. The opportunities for enhancing demand side capability can be best addressed by making industry, businesses and the community aware of the digital economy, its importance and likely impact. In addition to awareness, there needs to be provision of relevant information and access to appropriate knowledge and skills to assist and empower individuals, businesses and industry to review and transform their current digital capability that is, the way they operate, collaborate, and communicate with customers, suppliers and industry peers. Regional Supply Regional supply consists of those industries, businesses and individuals that assist others to connect and engage in the digital economy. The following constituents each have unique capabilities and will play a key role in the opportunities for transforming the Bundaberg Region s digital economy: 1. The local ICT industry must adapt and meet the changing needs of the Bundaberg region as it moves to engage in the digital economy 2. Infrastructure builders will build out and implement an enhanced broadband infrastructure 3. National and local Retail Service Providers (RSPs) will need to provide competitive offerings for broadband connectivity Local Leadership Local leadership is an essential element to proactively drive progress and the supporting initiatives for the digital economy. Leadership may consist of Council, regional government bodies, businesses, as well as industry leaders. Having this breadth of leadership will be important to connect with different segments from members of the community to businesses and across all industry types. By facilitating the digital economy strategy, local leadership will provide a hub of information, communication, guidance and support to the region as it undergoes the necessary transformation. Page 6 of 37 Bundaberg Region Digital Economy Strategy

7 2. BACKGROUND The Bundaberg Regional Council and its leadership are focused on developing the digital capabilities of the Bundaberg Region and its ability to embrace the digital economy. Together with key stakeholders from across the region, Council is taking proactive steps towards implementing the region s digital economy strategy and empowering its residents to participate in the Bundaberg Region s digital transformation. Mission Collaborate with industry, businesses, and members of the Bundaberg Region to encourage participation in the digital economy through awareness, education, innovative initiatives and programs, and the use of advanced digital capabilities. Vision Establish the Bundaberg Region as a digitally ready and competitive environment that attracts business, promotes economic growth and opportunities, and supports vibrant communities across the Bundaberg Region. The strategy has taken into consideration all relevant government policies, strategies and studies to ensure alignment with government policies and programs that support regional preparation for the digital economy. This strategy is comprised of three primary documents that include the Logon to Bundaberg executive summary, the complete digital economy strategy, and the digital economy strategy action plan. The methodology used to develop these strategy components involved: 1. Identifying and reviewing all relevant regional strategies, plans and information to develop a contextual base; 2. Discussing and agreeing with Council and other nominated stakeholders on the contextual base, key drivers for the region, potential issues and challenges relating to the digital economy; 3. Presenting digital economy awareness sessions to a broad audience and convening an interactive forum to identify, discuss and agree on key issues, challenges and potential actions that could be undertaken to address these; 4. Formulating an action plan that identifies the key initiatives to best achieve the Bundaberg Region's digital economy goals and objectives, as well as assist in the delivery of the Bundaberg Regional Economic Development Strategy (please reference the Digital Economy Action Plan for further details). Page 7 of 37 Bundaberg Region Digital Economy Strategy

8 3. DIGITAL ECONOMY 3.1 What is the Digital Economy? The digital economy is a global network of economic and social activities that are enabled by platforms such as the Internet, mobile and sensor networks. 1 With advancements in technology and digital innovation, it has become a global marketplace underpinned by online systems, processes and services, accessible to any individual or organisation, for the purpose of transacting electronically. Advancements in information and communications technologies such as high speed broadband and cloud computing provide the platform for the digital economy, and initiatives such as the NBN will further enhance the ability for the Bundaberg Region to participate. This will provide enormous opportunity for business and industry by being a catalyst for change, as well as strengthening the existing economic base and facilitating diversification. In addition, these advances in technology coupled with new and innovative online services will pave the way for improved capabilities across a wide range of industries including health, education and professional services. 3.2 Importance of the Digital Economy The digital marketplace provides key elements and services that help to deliver significant contributions for business, industry and the general community. An important factor of the digital marketplace is the ease of access and real time nature of the online activity. ecommerce: relates to the online buying and selling of goods and services, involving activities such as websites; buy/sell capability; order/delivery tracking; social media channels; online communities Supply chain: involves the flow of goods and services from the production of the raw materials to the receipt of the finished product or service by the end consumer for example: integration of information and resources through all stages of the supply chain; visibility up/down stream; product development; provision of real time reporting; increased accuracy of rich information; automation Business intelligence: involves access to information such as industry, market(s), products and services; industry trends; consumer patterns and behavior; competitive and comparative industry information Mobility: the ability to access information from anywhere, anytime, with any device providing the same experience and information as at the office desk 1 Executive Summary, Australia's Digital Economy: Future Directions. Department of Broadband, Communications and the Digital Economy (DBCDE) Page 8 of 37 Bundaberg Region Digital Economy Strategy

9 Medical: access to professional medical services, pre and post-operative specialist support and advice, and at home support for the aged, chronically ill and physically impaired Education and knowledge: access to relevant information repositories and knowledge sources when required The following provides some key indicators in the growing trend toward online transactions especially in mobility (2011 Global Mobile Usage Trends 2 ): Mobile data traffic was eight (8) times greater than the total global internet traffic in G connections generated 28 times more traffic on average than non-4g connections The number of mobile-connected tablets tripled to 34 million and each tablet generated 3.4 times more traffic than the average smart phone Two-thirds of the world s mobile traffic data will be video by Benefits and Opportunities of a Digital Economy The benefits and opportunities of a digital economy do not materialize overnight and will take time to evolve and mature. The Council s digital economy strategy is aimed at facilitating the necessary initiatives that will ultimately bring to fruition the benefits of a digital economy. With the appropriate level of involvement from the demand side (e.g. residents, businesses, community organisations), supply side (e.g. NBN Co, Mobile Carriers, RSP s, ICT s), and leadership (e.g. Council, industry leaders, key stakeholders), Council s digital economy strategy will help afford the Bundaberg region the following benefits and opportunities 3 : Opportunities for Business Educated business owners resulting in increased knowledge of enabling technologies that improve productivity, operations, and resiliency (i.e. disaster recovery solutions) An environment for businesses to innovate, develop new products, services and business models, and expand their markets to compete in a national or global marketplace by transacting online Implementation and practical use of sophisticated applications such as real time online tools through cloud computing Offering more flexible work practices through greater scope for teleworking Allowing businesses more choice in their location, including in rural and regional Australia Ubiquitous access to next generation broadband technology will provide a stable and resilient network that delivers a higher quality of broadband service to the entire region 2 Cisco Visual Networking Index: Global Mobile Data Traffic Forecast Update, Page 9 of 37 Bundaberg Region Digital Economy Strategy

10 3.3.2 Improved Healthcare and Quality of Life Advancements in healthcare technology will position the use for tele-health services to become part of the primary health care system between a patient at home and their GP Allow people to stay in their homes for longer by facilitating home based monitoring by healthcare professionals Provide access to specialist healthcare through tele-health consultations to patients in rural and regional Australia who would otherwise not have ready access to such services Allow remote training of health professionals and specialists to ensure they continue to be up-skilled Enhanced Education Distance and isolation will no longer be a barrier to getting access to the best specialist teachers in Australia students will be able to join virtual classrooms and learn with other students located across the country Collaborative learning between education institutions, both domestically and internationally, will be possible Schools in rural and regional Australia with small numbers will be able to join with other schools to ensure students are exposed to differing views, cultures, and experiences University students will be able to access courses from universities located anywhere in Australia and overseas participating in face to face lectures and tutorials in real time Improved Government Service Delivery The government s Interacting with Government Report 2009 demonstrates that, given a choice, most people would prefer to use an e-government channel to access a government service Upcoming improvements in broadband quality and access will allow many government services to be accessed online in a way people prefer By employing new technology solutions (both internally and public facing), government offices can work towards digitized and streamlined operations to gain efficiencies By adopting and leveraging new technologies, government organisations can show themselves as a leader and champion of the digital economy Environmental Benefits Access to digital tools to manage household consumption of resources High-quality, high definition video conferencing that will reduce the need for long distance travel, as collaboration can occur online, rather than in person Page 10 of 37 Bundaberg Region Digital Economy Strategy

11 Homes will interact with smart grid energy systems to manage overall energy consumption and demand, help to reduce peak energy consumption and generation requirements Sensor networks and applications to allow farming and agricultural operations better access to information such as soil moisture and weather conditions 3.4 The Digital Economy in Australia National Strategy The Australian Government s aim is that by 2020 Australia will rank in the top 5 Organisation for Economic Cooperation and Development (OECD) countries for the proportion of: Households connected to broadband Businesses and NFPs using online opportunities to drive productivity improvement, expand their customer base and enable job growth The majority of Australian households, businesses and other organisations have access to smart technology to better manage their energy use 90% of high priority consumers such as older Australians, mothers and babies and those with chronic disease, or their carers can access individual electronic health records Australian schools, TAFEs, universities and higher education institutions will have the connectivity to develop and collaborate on innovative education services and resources to extend online learning resources to home and workplace At least 12% of Australian employees will have teleworking arrangements 4 out of 5 Australians will choose to engage with government online The gap between households and businesses in capital cities and those in regional areas will have narrowed significantly through fair, affordable access Significant work has been undertaken to measure the economic potential of high-speed broadband. Some of the key findings include: An analysis conducted jointly by Ericsson, Arthur D. Little and Chalmers University of Technology in 33 OECD countries concluded that: doubling the broadband speed for an economy increases GDP by 0.3% and states that for every ten percentage point increase in broadband penetration, GDP increases by 1%. An analysis by BCG surveyed employees at more than 15,000 companies with fewer than 250 employees in the world s biggest economies dividing the survey respondents into four groups: high Web, medium Web, low Web, and no Web. The analysis found that: in the U.K., the overall sales of high and medium Web businesses grew by 4.1 percent annually from 2007 through 2010, about seven times faster than the overall sales of low- and no-web businesses. In Hong Kong, 79 percent of high and medium Web businesses reported higher sales over the past five years, compared with 63 percent of no Web businesses. In the U.S, high and medium Web businesses expected to grow by 17 percent over the next three years, compared with 12 percent for their low Web and no Web counterparts. High and medium Web businesses have Page 11 of 37 Bundaberg Region Digital Economy Strategy

12 also increased the size of their workforces to support their Internet operations over the past three years, an otherwise dire period for job growth in the developed economies. A recent report from IBISWorld on Australia s Digital Future to 2050 predicts that: in a future enabled by high speed broadband 10% of Australia s 509 industries (accounting for 23% of the nation s revenue) will not function without this new utility; a further 17% of industries (also 23% of the nation s revenue) will use it to drive step- changes in their business; and 70% of the industries (accounting for 54% of revenue) will benefit from generalized productivity gains. It should be noted that this change will affect all businesses, industries and community organisations, some of which will not survive unless they embrace and harness the era s technological potential and undertake the transformational change required to enable them to participate effectively in the digital economy Regional and Local Strategies Council s digital economy strategy should align with the aims and objectives of both State and Federal Governments, and furthermore, directly support the Bundaberg Regional Economic Development Strategy This strategy should have an ongoing focus for achieving economic growth across the region s major industry sectors in order to: Create an environment that is conducive to business and industry development and attraction Support existing business and industry Build on the region s competitive advantages Encourage sustainable and innovative practices Ensure infrastructure meets industry needs Encourage partnerships, business networks and alliances Coordinate the promotion/marketing activities of the region Plan and facilitate economic development In addition, the strategies and ongoing initiatives of the Bundaberg region should work in concert with other councils that are part of the Wide Bay Burnett Regional Organisation of Councils (WBBROC) as well as the advisory group formed through the Regional Economic Development Advisory Committee (REDAC). Council s strategy should align with the higher WBB digital economy support strategies that include: Improving the capability and capacity of the Wide Bay Burnett (WBB) small to medium enterprises to compete and thrive in the rapidly evolving digital economy. Position WBB as a connected region making it attractive to technology reliant businesses, service providers, and infrastructure providers, particularly the National Broadband Network Company and Mobile Carriers. Page 12 of 37 Bundaberg Region Digital Economy Strategy

13 4. DIGITAL CAPABILITIES AND THE BUNDABERG REGION Participating in the digital economy will require an appropriate level of digital capability to access and engage in the digital marketplace. Individuals and organisations must develop the skills and knowledge to actively participate in the digital world; similarly, businesses and industries may need to transform their business models and service offerings to adapt the way they conduct business in the digital marketplace. This strategy provides insight into key stakeholders, their capabilities, and understanding the future opportunities that will promote engagement within the region. The three core areas of influence include regional Demand Supply Leadership 4.1 Regional Demand Regional demand consists of all existing and potential users participating in the digital economy. The opportunities for enhancing demand side capability can be best addressed by making people aware of the digital economy, its importance, and likely impact to them as an individual, business and or community. In addition to awareness, there needs to be provision of relevant information and access to knowledge and skills to members of the community to review and transform their current digital capability that is, the way they operate, collaborate, and communicate with customers, suppliers and industry peers. Regional demand was evaluated in line with the following three strategic areas as outlined in the Bundaberg Regional Economic Development Strategy : Retention and generation of employment; Investment opportunities; and The further development of identified industry sectors across the region Drivers In support of these regional demand strategies, the following key drivers were identified: Growth and diversity in economic base building on the existing industrial strength Development of local business and industry providing sustainable employment and career opportunities Diversity and depth of business and employment across the region s supply chain including retail and service industries and continual development of the strong agricultural sector Continue to develop its tourism sector through coordinated regional branding and product development, built upon existing coastal, city and rural assets Continue to recognise and develop the values of the region Page 13 of 37 Bundaberg Region Digital Economy Strategy

14 Develop the investment appeal of the region as a place in which to work, live and do business underlined by the lifestyle attributes Future Growth In further support of these regional demand strategies are the growth and change forecasts for the region, which include: Population increase the population of the Bundaberg region as at 30 June 2010 was 96,936, this is projected by OESR to grow to 139,350 by By 2016 OESR projects that the expected population in the Bundaberg Region will be 107,816 persons 4. Residential development To meet the growing population there are a number of greenfield property developments. There are two Council owned land sale areas, namely: Heritage Oaks Estate, Childers (16 lots) and Kinkuna Waters, Woodgate (56 lots). There are also a number of large estate developments in and around Bundaberg, such as: o Kensington Parkside (Airpark; 7 business lots, 110 residences / 118 business-industrial lots /5 story mixed use / 600 dwellings) o Moore Park Beach (128 lots + 2,000 M2 commercial) o Belle Eden Estate, Ashfield (700 lots) o Coastal expansion (4000 allotments) Industry expansion /diversification The key industries for the Bundaberg Region are: o Agriculture, horticulture and aquiculture o Aviation o Education o Food production and processing o Manufacturing o Marine o Retail and professional services o Tourism and lifestyle The aim, as laid out in the economic development strategy, is not only to grow these industries, but also to diversify, both by expanding opportunities within those industries, as well as developing emerging into new industries. In addition to a diverse range of industry, the Bundaberg Region has a strong array of notfor-profit / community organisations. They include the following sectors: o Training Many specialized services with tailored training programs in relation to health, agriculture, hospitality and mining 4 Page 14 of 37 Bundaberg Region Digital Economy Strategy

15 o Education From pre-school to university. Central Queensland University (CQUniversity), which has a campus in Bundaberg, is geared toward innovation, practicality, flexibility and employability whilst meeting the needs of the community. CQUniversity is Australia s fastest growing university, serving over students from 120 countries across a dozen campuses and learning sites. o o o o Courses are delivered via traditional, Internet and teleconferencing to Australian and overseas campuses. Wide Bay Institute of TAFE offers many facilities including trade workshops, modern classrooms, a hairdressing training facility, retail training facilities, a comprehensive library, an electronic learning centre, 250-seat theatre, internet access and a selffunding child care centre used as a training facility for students. Health Services, including the Bundaberg Base Hospital, Gin Gin Hospital, Friendly Society Private and the Mater Misericordiae Hospital providing specialist, allied health, outreach and community nursing, social work, and home care services. The Hospitals provide access to both visiting and resident specialists. Aged Care Services The Bundaberg Region has eleven retirement villages, six residential aged care facilities and six community/palliative/in-home care service providers. The region is also served by Blue Care and St Vincent s Community Services Emergency Services Both the Royal Flying Doctor Service and AGL helicopter are based at the Bundaberg Regional Airport Sport, Leisure and Recreation The Bundaberg Region boasts some of the best sporting facilities in Queensland, including indoor, outdoor and extreme sports Demand-Side Opportunities Demand side capabilities must be developed within the Bundaberg Region so that businesses and local industry will remain competitive in the rapidly evolving digital marketplace. For those businesses, industries and individuals that develop effective digital capabilities, new opportunities in new markets will be presented. To maximise the opportunity for transformation, the provision of information and knowledge should be delivered through a cohesive, coordinated and comprehensive program of activity that is delivered in a sequenced manner. Such a program of activity should include what steps need to be taken in the review / transformation process using real and relevant case studies of businesses from within the region, demonstrating the changes undertaken, intended outcomes and outcomes achieved. From a demand perspective the following areas should be focussed upon: 1. Residents: Provide information about the NBN and Mobile Broadband, its purpose and timing, how to access NBN services and make their home NBN ready, the role of RSPs, the migration from copper services and the types of digital services that can be expected to be delivered in the future. Page 15 of 37 Bundaberg Region Digital Economy Strategy

16 In addition, attention should also be given to segments of the community who may not have equal access, use of, or knowledge of information and communication technologies. Through education and engagement, Council can work to decrease the digital divide by working directly with this demographic segment, as well as partnering with related non-profit organisations. 2. Local Business: Empower SME business owners to actively engage in the digital marketplace by working with ICT providers. The goal for participating SME s is to assess their digital capabilities and develop a roadmap for implementing their own digital strategy through enabling technologies and processes. Local ICT providers will be needed to empower SME s to capitalize on opportunities for increasing productivity, developing innovative services, and improving customer service through collaboration and transformation. This broad-based initiative will be highlighted through the Digital Ready Champions program, whereby an ICT provider (selected through a formal RFQ process) will engage with local SME s to assist in developing their digital readiness. In return for collaborating in the digital readiness journey, SME s will become champions of the businesses community and will be expected to share their experience through participation at forums and digital events. 3. Educational Institutions: Work with Central Queensland University and TAFE to promote technology related career paths that will provide a source of skilled workers to support the fundamental needs of the digital economy. 4. Local Industry: peak bodies and industry leaders should be encouraged to review local industries and businesses ability to participate in the global economy and develop change management initiatives to address gaps and facilitate transformation. For example: o o Investigate the development of a local digital marketplace for engineering services whereby the corporate requirements are lodged and can be bid for by local engineering businesses online In collaboration with TAFE/University develop a training program focused on nurturing digital businesses within the region. Mentoring and networking events, as well as forums where innovative ideas can be shared and developed by connecting entrepreneurs with digital developers may support such programs. 5. Government Services: promote the transformation of government services to online services (e.g. local government moving application lodgment, processing and progress tracking online; use of digital channels and social media such as Facebook for distribution of news and information). In collaboration with industry, promote digital health and education capability (e.g. Medibank online, where doctor/patient consultations can be performed online). 6. Community Organisations: through collaboration with public, private and NFP partners, promote digital literacy throughout the community by way of an easy to access collaboration suite that community organisations can utilize to assist those seeking information. Leverage Page 16 of 37 Bundaberg Region Digital Economy Strategy

17 the community centre/library as a digital learning hub providing access to high-speed broadband, online tools and skills development. High speed broadband provides the opportunity for people who have been dislocated (due to age, disability, health, unemployment, etc.) to reconnect through digital inclusion strategies. 7. Inter-Regional: With a significant proportion of construction and mining activity in neighboring regions planned as fly-in, fly-out and drive-in, drive-out, improved connectivity along with lifestyle benefits could encourage families to locate in the Bundaberg Region and workers either physically commute or (part-time) telecommute to these regional areas. For example, a collaborative inter-regional approach may include the relocation of families to the Bundaberg Region in support of the prime earner working in neighboring regions. However, digital connectivity is required to maintain family connection through video and other digital means Another example could involve establishing opportunities for inter-regional digital clustering, aimed at improving market penetration locally, nationally and internationally, by bringing together the collaborative strengths of industry throughout the broader Central Queensland region. There are currently a number of federal and state government programs and initiatives that, if coordinated, sequenced and focussed as part of a program of activity at the regional level, could be leveraged to assist the transformation journey of the demand side. Current and future government funding programs should be reviewed and where appropriate aligned with the digital capability development program for the region. Page 17 of 37 Bundaberg Region Digital Economy Strategy

18 4.2 Regional Supply Regional supply consists of the industries, businesses and individuals that assist others to connect and engage in the digital economy. The opportunities for enhancing regional supply side capabilities come through multiple avenues including: ICT providers delivering professional services to small and medium sized businesses NBN Co. and its nationwide effort to build out the NBN infrastructure Mobile Carriers rolling out 4G networks and additional 3G network coverage Retail service providers who will be responsible for connecting businesses and individuals to improved broadband service These stakeholders within the supply side will need to be prepared for future advancements in the digital economy, and moreover, must be the agents for digital transformation in the region Assessment of the Services Industry With the emergence of the digital economy, the ICT industry is undergoing a major change. Much of the hardware, software and support that has been the mainstay of the industry since its inception, is being replaced with subscription based services (delivered over broadband technology) and fundamentally changing business models. The focus of the ICT support industry will move from the provision of hardware and software, and the associated configuration and break/fix support model, to that of a managed service provider in the form of Software as a Service (SaaS), Infrastructure as a Service (IaaS) and Platform as a Service (PaaS), where the customer purchases these services on a utility subscription based on utilisation and required service levels. An assessment of the local/regional ICT industry indicated that many ICT providers are currently stretched in meeting its customer service demands. In addition, the local ICT industry will need to change its business model from that of provision of hardware and software and break/fix support model to one of managed services such as Cloud based services, IaaS (Infrastructure as a Service) and SaaS (Software as a Service) Assessment of Supporting Infrastructure Local Retail Service Providers (RSPs) include Telstra, Optus and Vodafone, all of which currently provide 2G and 3G mobile connectivity. Telstra has some fibre throughout the region and is currently deploying 4G wireless, as will be Optus. The 4G service will provide considerably higher speed broadband connectivity to compatible mobile devices. Along with the NBN and its infrastructure build, additional optical fibre infrastructure builders in the area are: Nextgen, which has been responsible for the deployment of the Regional Backbone Blackspots Program (RBBP) linking Brisbane to Darwin via Central and Western QLD. Page 18 of 37 Bundaberg Region Digital Economy Strategy

19 Nexium, which is building telecommunications infrastructure for Ergon Energy using both fibre and wireless technology. Optus operates the Reefnet backhaul network between Brisbane and Cairns. AARNET provides fibre backhaul for Educational Institutions across Australia. Queensland Rail operates fibre and wireless telecommunications networks. The majority of the fixed line broadband telecommunications infrastructure that services premises throughout the region is copper-based DSL. The DSL services are provided either by Telstra or other RSPs (under a wholesale arrangement with Telstra). In addition, Telstra is also rolling out its Top Hat technology to improve the reach and capacity of DSL services to residential and business customers. These changes will have significant impact on the dynamic of the services and support offered by the local ICT Industry for example, local ICT providers may see a reduction in sales and services around server and desktop hardware as Cloud based service offerings become more appealing through reduced cost, complexity and effort for local businesses to obtain. Consequently, local ICT providers will be required to refocus their skillsets to guiding local businesses with their business transformation and providing a different level/type of support. A key consideration should therefore be to ensure that the local ICT industry develops and retains the required skillsets, knowledge and resourcing that business within the Bundaberg region will require. Furthermore, the establishment of appropriate education pathways will be critically important to ensure the local ICT industry can transform its service offering to support the business transformation of the local SMEs Supply-side Opportunities Similarly to that of demand side capabilities, the supply side must capitalise on the future direction of the digital economy and the corresponding technology needs of businesses, organisations, and members of the community. By providing in demand services, ICT providers, Telecommunication Carriers, and RSP s can help to maintain the region s competitiveness ICT Industry As noted above in Section 4.2.1, a key strategy for the Bundaberg Region will be to work with the local ICT industry to ensure that it recognises the opportunity to transform its business model in line with future expectations. This shift in business model must be done in a timeframe that supports the demand side transformation and takes advantage of the opportunities to work with local entrepreneurs to develop digital companies that trade locally, nationally and internationally. In addition, Council is actively compiling an ICT provider database that identifies technology companies throughout the Bundaberg Region. This database is used for targeted communication and messaging around the Bundaberg Region s digital economy initiatives. In conjunction with this database, Council is also advocating that regional ICT providers take advantage of the Queensland ICT Directory (found at As local businesses and Page 19 of 37 Bundaberg Region Digital Economy Strategy

20 organisations seek out professional ICT services, Council will have a list of providers from which to recommend profession services firms Telecommunications Infrastructure The implementation of the Federal Government s National Broadband Network (NBN) Policy will have a significant impact on the Australian Telecommunication Market and its participants. The primary aim of the NBN is to replace the ageing copper and wireless telecommunication access network infrastructure and invest in infrastructure that will deliver high-speed broadband access. The NBN will construct extensive infrastructure across Australia consisting of fibre to the premises (FttP) to 93% of the population and a combination of fixed wireless and satellite to the remaining 7%. The NBN in isolation will not deliver end-to-end telecommunication solutions for either business or consumer customers. NBN Co. will provide wholesale provision of its network to Retail Service Providers (RSPs) who will remain responsible for service activation, assurance, billing and management of each customer s requirements. Individual customers will not have a direct relationship with NBN Co., that is, the customer will have a commercial relationship with one or more RSPs for the supply of telephony, data, internet or video services depending on their requirements. Construction of the NBN is anticipated to take ten years to complete. During this period of time it will be important to work closely with the NBN Co and existing telecommunications infrastructure providers to ensure that the demand for broadband services during the interim period is understood and adequately satisfied. (Refer Appendix 1: NBN Co Rollout Map) Mobile Broadband and Voice networks are rapidly evolving with 4G networks being planned and rolled out using Long Term Evolution (LTE) architecture. The requirement for enhanced coverage and capacity of both 4G and existing 3G networks provided by Telstra, Optus and Vodafone is ever increasing and vital for all regions including Bundaberg. A key strategy for the Bundaberg region should be to identify in detail the current broadband (fibre, DSL, 3G/4G) coverage as well as identify where current and future gaps are located with the view that this information should be mapped and made visible to all parties including the community. (Refer Appendix 2: Telecommunications Infrastructure Mapping) Given the inter-regional synergies and dependencies of the surrounding regions it would be advantageous to develop a wider regional view of demand and supply opportunity that could be socialised with NBN Co. and other infrastructure providers to inform (influence) their decision making on investments across the region NBN Engagement NBN Co will be delivering infrastructure that will significantly increase the speed of broadband connectivity, the underlying enabler of the digital economy. To maximise the transformational benefits provided by the NBN broadband service, it will be important to work collaboratively with NBN Co to assist them in understanding how best to approach the region and maximise uptake. Page 20 of 37 Bundaberg Region Digital Economy Strategy

21 Key initiatives that could be undertaken include: Keeping NBN Co informed of the region s initiatives to educate and prepare individuals, businesses and organisations to engage with the NBN and the digital economy Work with NBN Co (and other stakeholders) to ensure information used to educate individuals, businesses and organisations is accurate, consistent and relevant (e.g. includes timing of greenfield sites, wireless and satellite services, how to access and connect to NBN Co services, plus the benefits of high speed broadband services) Council to engage with NBN Co at a technical / assessment / regulatory level to streamline NBN construction rollout and impacts. Help manage people s expectations of the NBN, work closely with supply side stakeholders (NBN Co, RSP's, ICT Industry) to conduct information sessions, demonstrations and provide access to knowledge in relation to the digital services and applications that will become available Create a collaborative environment where developers, Council and NBN Co. expedite (and promote) the timely rollout of Fibre to the Premise (FttP) infrastructure and connectivity in greenfield property developments, currently under construction, or in the future throughout the Bundaberg region Establish a comprehensive communication plan to actively and regularly communicate with businesses, community groups and individuals throughout the region and include regular updates as to the progress of the NBN rollout Carrier Engagement There are a number of telecommunications (Broadband) carriers currently servicing the Bundaberg region such as Telstra, Nextgen, Optus, Vodafone, Nexium and AARNET. It is understood that the timing for NBN Co s fixed wireless and satellite infrastructure will be completed by The majority of new property developments (Greenfield developments) are legislated to be compliant for Fibre implementation. There should be a focus on working with existing carriers to augment current networks (including the installation of competitive DSLAM infrastructure) to provide a solution to the Brownfield s broadband blackspots as an interim measure until NBN fibre is constructed. The most appropriate way to influence a carrier s network development is in understanding in detail their network reach and assisting them to understand the demand and therefore the commercial opportunity to gain market share. Telstra has considerable core telecommunications infrastructure throughout the region over which it provides broadband services. From a fixed line perspective, DSL broadband is delivered over its legacy copper network, which is to be replaced by NBN s fibre infrastructure. From a wireless perspective, broadband is delivered through Telstra s 3G and forthcoming 4G networks. Telstra are extending their current broadband capability using fourth generation (4G) wireless and DSL via their Top Hat technology. Page 21 of 37 Bundaberg Region Digital Economy Strategy

22 Vodafone currently delivers broadband services over their 3G mobile network and will be rolling out a 4G network across Australia including the Bundaberg region at some point in the near future. Optus currently delivers broadband services over their 3G mobile network and under a wholesale arrangement with Telstra fixed line broadband services. Optus have recently commenced the rollout of a 4G network across Australia. Nextgen provides optical fibre infrastructure to corporate and government organisations including RSPs for backhaul routes. Nexium provides optical fibre infrastructure to corporate and government organisations including RSPs for backhaul routes. AARNET is a not for profit Carrier who provides optical fibre infrastructure to Educational Institutions for high speed interconnectivity. Queensland Rail provides optical fibre infrastructure to corporate and government organisations including RSPs for backhaul routes. 4.3 Regional Leadership For some business and industry to participate successfully in the digital economy will require a change in the way they currently do business. In essence this is a change management exercise and as such requires strong local leadership to guide and support local businesses and the community through the change process. It will be important to develop a change management plan that addresses the following key areas of focus: Communicate the need for change, what needs to change, when and how; Create a supportive framework for change; Ensure that change remains a priority; and Enlist the support of industry leaders, peak bodies and community groups to become advocates and agents for change. From a local leadership perspective, if the Bundaberg Region is to successfully engage with the digital economy, the following is required: Establish a single entity (i.e. Digital Ready Working Group) that provides the necessary leadership to guide and assist individuals, businesses and industry, and the community to engage with the digital economy Develop a communications plan that provides continuous, accurate and effective communications ensuring that the right information is provided at the right time to the right audience and delivered through the right communications channels Establish a comprehensive digital economy literacy program providing a supportive pathway from awareness to uptake for local businesses, NFP s and the community Page 22 of 37 Bundaberg Region Digital Economy Strategy

23 Develop a series of events (e.g. presentations, expo, webinars, local case studies, industry trends) that showcases the opportunities and benefits for business, industry and the region in participating in the digital marketplace; demonstrate the transformation required to achieve the necessary level of digital capability and effectively participate in the digital economy; Communicate NBN delivery locations and timelines (satellite, fixed wireless, fibre) highlighting what it means to the end user, steps to get ready, and how they will access the services In partnership with industry, council and academia, shape an environment and culture for innovation and creativity. Provide online learning tools and a support framework that promotes online self-service learning, including digital capability development Work closely with the supply side to ensure that the opportunity to satisfy the digital capability requirements of the region is fully understood, identified gaps are being addressed in a cooperative and coordinated manner, and additional network investment is facilitated Review and coordinate government funding programs relevant to the NBN and business transformation to maximize the opportunity for regional businesses, industry and community to engage in the digital economy Work with large corporations in the region to extend their digital engagement with local industry (e.g. establish a local digital market place for agriculture, aviation, food production and tourism industries to establish local supply and value chain with SMEs) Promote the digital capability of the region locally, nationally and internationally to encourage collaboration, export opportunities and investment attraction. Page 23 of 37 Bundaberg Region Digital Economy Strategy

24 5. STAKEHOLDER ENGAGEMENT 5.1 Identification Stakeholder engagement is a key factor for consideration when developing the communication and engagement component for the digital economy strategy. Stakeholders are individuals, groups, or organisations who have an active role in developing or participating in the activities of the digital economy or whose interests may be affected by the digital economy. Well-defined stakeholders will help Council to identify and categorize key individuals and groups, understand relevant information regarding their influence, involvement, and impact on strategy execution, as well as facilitate appropriate messaging to the involved parties. The success of the digital economy strategy will rely heavily on the ability to manage relationships and communicate with key stakeholder groups. The following is a list of stakeholders that Council should take into account when developing the digital economy strategy and related communications: INTERNAL STAKEHOLDERS Councilors Senior management team Planning and Development Infrastructure Services Office of Economic Development Customer Service Centres EXTERNAL STAKEHOLDERS Local/regional residents Local and regional businesses o Small and medium enterprises (SME s) o Large commercial enterprises o Industrial enterprises NBN Co. Prime contractor and subcontractors of NBN Co. Telstra Telecommunication Carriers Information and Communications Technology Providers (ICT s) Retail Service Providers (RSP s) Digital Economy Champions Other regional governments/ municipalities/councils Regional officials State officials Chambers of Commerce Non profit and community organisations Educational institutions Libraries Professional organisations and business/industry leaders Media and communications outlets Heritage Agencies Page 24 of 37 Bundaberg Region Digital Economy Strategy

25 5.2 Management Council will need to continuously identify and communicate with stakeholders throughout all stages of its digital economy strategy, from planning through execution. This process is a critical component toward ensuring the success of Council s digital economy strategy as it involves communication activities directed toward stakeholders, both internal and external to Council, to accomplish the following objectives: Actively manage the expectations of stakeholders to increase engagement and support Ensuring that stakeholders understand the benefits of a digital economy Address concerns that have not yet become issues Clarify and resolve issues that have been identified Information about stakeholders should be documented and include all of the details about each identified stakeholder group. In addition, it may be helpful to categorize stakeholders into one of three different tiers, defined as follows: Tier 1 Stakeholders Groups or individuals with the potential to have a significant impact, positive or negative. Council will need to develop unique, stand-alone communications materials for each group that falls into this category of stakeholders. Council will also need to engage all Tier 1 Stakeholders in regular dialogue throughout the strategy execution. Tier 2 Stakeholders Groups or individuals whose potential impact on the project are not as significant as Tier 1 Stakeholders but nevertheless have a well-defined interest in or influence on the project. As strategy execution unfolds, the interest or influence that an individual or group has in the project may possibly increase, thus moving their status from a Tier 2 to Tier 1. Tier 3 Stakeholders: Those groups or individuals whose potential impact on the project is deemed to be minimal but yet still need to be monitored are to be considered Tier 3 Stakeholders. 5.3 Engagement Stakeholder engagement involves calculated timing and dissemination of communication materials toward specific stakeholders to influence their expectations, address concerns, and resolve issues. Examples of strategies that Council may consider in relation to the stakeholders identified in the stakeholder list outlined above include but are not be limited to the following: Present the digital economy strategy to Council elected members and staff in order to inform, solicit feedback, and receive support Establish a Digital Ready Working Group that consists of key stakeholders (e.g. Council, regional officials, business, industry leaders, etc.) with whom to collaborate on digital economy strategy execution Work with NBN Co. to proactively provide community updates on the NBN project throughout all phases from planning and design, construction, testing, activation and migration from copper. Page 25 of 37 Bundaberg Region Digital Economy Strategy

26 Work with Mobile Carriers (Telstra, Optus and Vodafone) to assess network investment plans and influence additional network rollout. Work with RSP s to assess pricing and marketing strategies and influence these for enhanced local take-up of services. Work with local ICT providers and SME s to conduct a Digital Ready Champions program; upon completion of the program, publish case studies and invite SME s to share their digital journey experience through participation at future forums and digital economy events Develop an issue management/mitigation process to funnel issues and escalated notifications for urgent resolution Stakeholder engagement is not limited to only outbound communication targeted to external stakeholders. An important part of the engagement process is proactively addressing and mitigating topics or concerns as they arise and could include using the following techniques: Contact Us Customers may reach out to the Bundaberg Regional Council and/or the Office of Economic Development to address individual inquiries related to the digital economy strategy initiatives. These inquiries may come through the web, phone, mail, or in person. Call centre staff should be properly trained and be provided scripts to answer very high-level questions; for more complex inquiries, call centre employees should route calls directly to Council s Office of Economic Development, or for NBN related calls, directly to NBN Co. s call centre. Marketing Mix Leverage a wide and varied marketing mix (website, social media, newsletter, local news/print/radio, etc.) to get information out to the community. In addition, consider using new marketing channels through NBN Co. and local RSP s. Frequently Asked Questions A set of common questions and responses should be developed for potential issues and be made publicly available for all Council audience members. In addition, these FAQ s should be distributed internally to the relevant Council employees in order to prepare staff and stakeholders to handle questions consistently and accurately. Digital Ready Champions Group It will be in Council s best interest to develop a strong and committed advocacy group. The Digital Ready Champions will become increasingly important to share their experience and realized benefits of becoming a digital ready champion. Community Gatherings and Public Forums Facilitate open houses that provide an informal learning environment for customers to ask questions and become better educated on digital economy topics such as details of NBN Co. s implementation plan. 5.4 Communication Strategy Throughout the execution of its digital economy strategy, Council will need to account for the full spectrum of stakeholders who have varying levels of familiarity, technical acumen, desire to learn, and outright acceptance of the investments, opportunities, and benefits of the future digital economy. An effective communications strategy should deliver the necessary education and feedback channels to accomplish the following objectives: Page 26 of 37 Bundaberg Region Digital Economy Strategy

27 1. Broaden Awareness Stakeholders who have no prior knowledge or limited familiarity with the aspects of a digital economy need basic information that will allow them to understand the fundamental concepts such as: a. Digital economy strategy components and scope b. Key drivers, goals, and objectives c. Benefits d. Overall timeline 2. Facilitate Education/Understanding Educate stakeholders on how the digital economy strategy and related programs will impact them and what they can do to learn more. Continue to educate on benefits and how they can get involved (e.g. training workshops, seminars, etc.). Provide a call to action that will lead to engagement. 3. Promote Engagement Deliver messaging that promotes stakeholder engagement in key activities that will support strategy execution (e.g. SME development and implementation of their digital strategies, residential enrollment in NBN service through local RSP s, etc.). 4. Build Advocacy Through engagement and reaping the benefits of the investments made in the digital economy, stakeholders will become advocates and share their experiences with others in the community who are progressing through the digital economy journey from awareness to advocacy. Conversely, there may be opponents to aspects of the digital economy strategy due to any number of concerns (e.g. cost of upfront investment, concerns of future rate increases, unconvinced of future benefits, etc.). It is important that Council not only anticipate the emergence of these opponents but also proactively develop appropriate and targeted messages in response to their anticipated concerns. Understanding these opponents, their concerns, and overall impact is essential when developing Council s communications tactics Messaging As Council plans for and executes its communications strategy, education and engagement activities must be prioritized and fall into the necessary sequence of events that will help to facilitate the changes and impacts being introduced to all stakeholders. Furthermore, by incorporating the following core concepts, Council will communicate clear, consistent messages that reinforce important goals, objectives, and the benefits of a digital economy. Instilling Trust External communication must be fully transparent and proactively engage impacted stakeholders based on the timing of communications strategy activities. Welltimed communication that engages stakeholders throughout the execution of the digital economy strategy will help to develop stakeholder knowledge and create a sense of ownership and trust; it allows stakeholders to feel like they are part of the solution. Demonstrate Value When introducing new technologies (e.g. NBN rollout) and initiatives (e.g. promoting SME digital readiness) that support a digital economy, people will naturally ask, What s in it for me? and Why should I care? It s up to Council and its partner stakeholders to clearly communicate how these new technologies and initiatives will bring about positive personal, commercial, and societal benefits to the Bundaberg Region. Whether it s receiving quality residential broadband service, increasing business Page 27 of 37 Bundaberg Region Digital Economy Strategy

28 productivity, or using technology to become more innovative and compete in a global marketplace, there is value to be gained from participating in the future digital economy. Promoting Digital Readiness The transition toward a digital economy is happening on a global scale, and it s here to stay. Digital economy strategies have been developed at the national and state levels; Bundaberg s Regional strategy should complement these strategies and provide a means to further build a dynamic and competitive region that attracts business and promotes economic growth, and ultimately, the overall quality of life Channel Management Council should employ a mix of traditional media channels to deliver messaging to its external audience, which may include: 1. Local publications local newspapers and publication firms. 2. Radio ads on local radio channels. 3. TV/Local News Stations highlighted news stories through interviews with key Council representatives. 4. Business Bundaberg enewsletters enewsletters delivered electronically fortnightly. 5. Web Communications content available through the Business Bundaberg website. 6. Social media Council can take advantage of social media by using Facebook, Twitter, and YouTube to post updates and allow customers to provide feedback directly to their pages. 7. Digital Ready Champions Group Council facilitated program whereby 10 local SME s will partner with a local ICT company to undergo a digital readiness assessment, layout a roadmap, and work to implement the appropriate technologies to become a digital champion. These SME s will be expected to share their experience through participation at forums and digital events. 8. Public information meetings Public forum for community residents to engage in dialogue and have their questions answered. 9. Satisfaction surveys Tool for gauging public perception, overall knowledge, and understanding areas for improvement. 10. NBN Co, Mobile Carriers, and RSP Marketing Collaborate with NBN Co. and local RSP s on targeted communications regarding the NBN build out and future customer access and availability Stakeholder Feedback A key element to a successful communications strategy is ensuring that stakeholder feedback is collected throughout the process. This ensures the stakeholders voices are being heard, and the external messaging accounts for questions, concerns and perceptions. Council should consider the channels and avenues by which stakeholders can submit inquiries and provide feedback. These channels will provide a means to address stakeholder concerns, receive feedback, and adjust messaging. 1. Direct feedback and inquiries Provide the ability for stakeholders to submit direct feedback through such means as: a. Business Bundaberg Website Page 28 of 37 Bundaberg Region Digital Economy Strategy

29 b. Call centre/telephone* c. Social media channels (e.g. Facebook, Twitter) *Council employees who may receive direct stakeholder inquiries or feedback (i.e. call centre) should be prepared for how to handle and/or transfer calls as appropriate. NBN Co. will be providing scripts as well as directions for call forwarding to the NBN Co. call centre. 2. Digital Ready Champions Group The Digital Readiness Champions Group will share their experiences from their digital readiness journey, as well as interact with local SME s to promote the advantages of participating in the digital economy. This group can serve as a direct liaison between Council and community stakeholders, and furthermore, play a vital role in developing key messaging to address public questions and concerns. 3. Surveys Council can conduct stakeholder surveys to understand the most important topics to be addressed, identify gaps in communication, and adjust stakeholder messaging. 4. Training and Workshops Feedback from training and workshop participants will help in understanding participants state of digital readiness, and will also ensure that future training and workshops are tailored to deliver topics that are most relevant and beneficial. 5. Poll Questions/Website Feedback - Including a Was this helpful? poll question on web content related to digital economy strategy topics. This could appear as a simple button that allows visitors to indicate whether they found the information helpful. 6. Internal Employee Feedback - Receive feedback from internal Council employees who are involved in aspects of the digital economy strategy on messaging and marketing channels. Page 29 of 37 Bundaberg Region Digital Economy Strategy

30 5.5 Stakeholder Risk and Impact Council s digital economy strategy should focus not only on the desired outcome, but also on mitigating barriers and areas of risk. The ability to proactively address pitfalls will help to mitigate issues upfront, build better understanding, as well as demonstrate openness and honesty by the Council. The following list represents the high level areas of potential risk, potential impact, and mitigation actions when managing stakeholder communications. Risk Impact Mitigation Action Communication either lacks transparency or is inconsistent across stakeholders and communication channels. Stakeholders do not understand What s in it for me? Stakeholders are not met with a Call to Action. Communication focuses only on the logical benefits rather than the emotional aspect. Stakeholders may become confused, disengaged, and may not participate in activities supporting the digital economy. Members of the community will be disinterested and have little reason to participate or become a part of the solution. Stakeholders do not become actively involved, initiatives do not gain the necessary momentum and the opportunity to bring stakeholders along in the journey is lost. Without the emotional tie, segments of the community may find it difficult to answer What s in it for me as an individual? Council needs to communicate with all stakeholders involved in the digital economy to be the primary source of reliable, timely and consistent information and knowledge. Through a well-formulated communication and action plan, help people to understand the benefits and how the digital economy will positively impact not only the community, but also them as individuals. Engage stakeholders in the community throughout the critical phases of delivering the digital economy strategy. Active engagement promotes understanding and is critical for bringing new initiatives to fruition. Communicating the logical benefits provides important detail on topics such as the societal and/or economic returns. Equally important is communicating the messages that evoke personal benefits and emotional ties (e.g. higher quality video and voice communication to interact with distant family, pursuing a university degree through distance education, transforming your business to gain a competitive online advantage). Page 30 of 37 Bundaberg Region Digital Economy Strategy

31 People assume that the arrival of the NBN automatically equates to a Digitally Ready Economy and lack overall digital knowledge and preparation Members of the community (e.g. individuals, business, etc.) will not adequately prepare themselves with the necessary knowledge and skills to interact and fully take advantage of what the digital economy has to offer. Rather than taking a proactive stance, people will wait for the digital economy to come to them and miss out on current opportunities as well as the possibilities to come. The arrival alone of higher quality broadband technology will not in itself create a mature digital economy. Council will need to help the community to develop the necessary skills, education, support, and collaboration to make the future digital economy a reality. Residents, businesses/industry groups, students, and community organisations who are educated on important concepts of the digital economy in advance will be able to take advantage of opportunities as they arise. Page 31 of 37 Bundaberg Region Digital Economy Strategy

32 6. DIGITAL ECONOMY STRATEGY ACTION PLAN DIGITAL ECONOMY STRATEGY Council has formulated a high level action plan that identifies the key initiatives to best achieve the Bundaberg Region's digital economy goals and objectives, as well as assist in the delivery of the Bundaberg Regional Economic Development Strategy Included within this document are specific strategy actions and descriptions, their relative impact on the community, as well as the risks to be mitigated through fulfilling these actions. Please reference the Digital Economy Action Plan for further details. Page 32 of 37 Bundaberg Region Digital Economy Strategy

33 7. APPENDICES Appendix 1: Digital Economy Action Plan In conjunction with the digital economy strategy, Council will be executing the digital economy action plan, which describes the high level action items that directly support this strategy. Please refer to the Digital Economy Action Plan for further detail. Appendix 2: Bundaberg Fibre to the Premise Rollout Map (Stage 1) The map below illustrates NBN Co. s anticipated Stage 1 rollout for the Bundaberg area. Locations outside of the shaded portion of the map will receive NBN access (through fibre, fixed wireless, or satellite) during later stages of implementation. Source: Page 33 of 37 Bundaberg Region Digital Economy Strategy

34 Appendix 3: NBN Co. Queensland Coverage Map DIGITAL ECONOMY STRATEGY The map below illustrates NBN Co. s representation of the fibre and wireless components for the NBN across Queensland. Orange areas indicate the optic fibre footprint; dark gray areas indicate the fixed wireless footprint; light gray areas indicate the satellite footprint; blue lines indicate broadband transit links. Source: Page 34 of 37 Bundaberg Region Digital Economy Strategy

35 Appendix 4: Telecommunications Infrastructure Mapping (Refer attached file Bundaberg LGA ESA Mapping) Appendix 5: Bundaberg Region Overview and Internet Statistics Figure 2: Bundaberg Region The Bundaberg Region is located in Central Queensland some 360 kilometres north of Brisbane. The amalgamation in 2008 saw the merging of Bundaberg City, Burnett Shire, Isis Shire and Kolan Shire to form Bundaberg Regional. Adjoining regions include Gladstone, North Burnett, and Fraser Coast Regions. Key industries include agriculture, manufacturing, forestry & fishing, health & community services, and retail trade. The Bundaberg Region Facts & Figures December 2011 can be found at: In addition to the geographic and economic context, the Australian Bureau of Statistics has compiled relevant statistics regarding the types of Internet connections for private dwellings within the Bundaberg Region, Wide Bay Burnett, and the whole of Queensland for the years 2006 and The tables below provide insight into important regional trends and the growing demand for Internet access. Statistical highlights include: The total number of personal dwellings with no Internet connection in the Bundaberg Region and the greater Wide Bay Burnett area both decreased by 33% from 2006 to From 2006 to 2011, the number of dwellings with a broadband connection increased by 165% and 175% for the Bundaberg Region and the greater Wide Bay Burnett area, respectively. From 2006 to 2011, the total number of dwellings with Internet access increased by 47% and 49% for the Bundaberg Region and the greater Wide Bay Burnett area, respectively. Page 35 of 37 Bundaberg Region Digital Economy Strategy