Digital Enablement Plan

Transcription

1 Digital Enablement Plan Gisborne District Introduction 1. Gisborne District has submitted a Registration of Interest Support for the government allocation of broadband and mobile infrastructure through the following programmes: Ultra Fast Broadband 2 ( UFB2 ) extension; Rural Broadband 2 ( RBI2 ) extension; Mobile black spots (MBSF). 2. Our infrastructure needs and local contributions to facilitate roll-out are summarised below. Programme Area Infrastructure requested UFB2 Makaraka suburb Fibre connection RBI2 Various rural areas Extending capacity of existing wireless backbone network with more primary towers. Providing fibre to the premises to rural health care centres (including Te Puia Springs Hospital). Providing connections in remote areas where more direct access to school fibre connections is not feasible. MBSF Specified sites (12) Mobile phone sites for tourism and road safety. 3. It is important to note that our application is not for District-wide infrastructure, but for pockets within our District. We are aware that the Minister will largely be interested in how we would make best use of any infrastructure that we specifically seek in our application. 4. Council and key stakeholders have an extensive programme of building region-wide digital capacity to meet business and community outcomes. Most initiatives will apply region-wide including the areas specified in registration of interest. So the content of our Digital Enablement Plan is largely focused on District-wide initiatives. UFB2 5. We are nominating the suburb of Makaraka for fibre roll-out under the UFB2 initiative because: this suburb along State Highway 2 is relatively densely populated with 153 households and a population of 435 people; the median household income for that area unit is $63,300, relatively high in comparison with other area units within the District (the fourth highest in Gisborne City) and affordability of fibre connections is less likely to be an issue; the area unit has a reasonably high level of internet connectivity already (again the fourth highest in Gisborne City) with 74.5% of people connected; there has been a population increase within that area unit of 15.5% since 2006 and that growth is projected to continue to 2031 when population is projected to have increased by 35% on 2006 Census (the highest rate of all area units in the Gisborne District); A Page 1

2 the suburb is an identified urban growth area in our Urban Development Strategy; the GDP per capita for the Makaraka area unit is the fourth highest in Gisborne City at $26,730, behind the CBD and Airport (with very low population densities); there are 222 businesses in the Makaraka area unit and 650 paid employees, the majority within the area we have nominated; there are a growing number of knowledge-based professional services businesses in the area unit that are home based. RBI2 6. We are seeking government support for the following initiatives under RBI2: bolstering of our current wireless networks by installing more primary towers to more adequately service inland areas and the communities at the top of the East Coast where fibre backhaul is not an option; providing fibre to the premises to rural health care centres (including Te Puia Springs Hospital); establishing wireless broadband connections to remote farms and villages with a focus in the first instance on marae and surrounding communities. 7. Gisborne has two local providers who have been progressively extending the wireless network across the District and particularly into inland rural areas. These providers estimate they have been growing steadily over the past two years with up to 40 new connections per month, particularly as people transfer from the more expensive satellite connections to wireless. However, there are significant issues with existing wireless networks having insufficient primary towers to ensure latency is not a problem and there is insufficient backhaul capacity. This issue undermines the achievement of 5Mb/sec speeds in many rural areas. 8. There are several key facilities in rural areas that require the reliability, speed and capacity of a fibre connection as they are community focal points and high use. Te Rūnanganui o Ngāti Porou is moving towards unified communications (with VOIP / tele-conferencing) in order to improve the reach of its services and its business communications while operating over a wide geographic area. One of the most important services reliant on unified communications is the Te Puia Springs Hospital and the series of health clinics run by Ngāti Porou Hauora. Providing tele-health services offers significant benefits to East Coast communities. However it relies on reliable internet connectivity and sufficient capacity for remote appointments. The current wireless connections are not proving sufficient for business critical and essential health services due to: Environmental factors, wind/ rain fade (inherent to wireless technology). Power related factors to repeaters/infrastructure. Network bottlenecks, maintenance of network infrastructure. Network contention causing network latency. 9. Gisborne District had fibre broadband rolled out to many schools within rural areas as part of the RBI1. For schools in remote locations wireless broadband was installed instead. We understand that government intended that fibre to be pushed out into the wider communities. The issue with this is that the geography of many of our rural areas (lots of hills and valleys) prevents that happening in an affordable way through wireless connections, so there are still significant areas along state highways and rural settlements with no broadband access. A Page 2

3 MBSF 10. We are nominating the following areas for mobile coverage within the Gisborne District: Motu at the start of the Motu Trails East Cape Lighthouse State Highway Muriwai south State Highway 35 Tikitiki to Te Araroa Rere Falls and Rere Rockslide State Highway 35 Tolaga to Tokomaru Bay State Highway 2 Matawai State Highway 35 Pouawa to Tolaga State Highway 35 north of Hicks Bay State Highway 35 Te Puia Springs Eastwoodhill Arboretum State Highway 35 Tikitiki 11. These areas are prioritised in terms of their potential benefits for tourism and road safety. 12. We also have a joint application with Ōpōtiki District Council to improve mobile coverage along the Motu Trails and along State Highway 2 through the Waioeka Gorge. Our journey so far 13. Our first regional digital strategy was completed as part of the GigatownGis competition in The Gisborne Plan for Gig Success (attached) was a highly collaborative effort involving dozens of thinkers and writers all focussed on defining our vision for the digital future and the steps to take to get there. 14. Community engagement on the plan was the most extensive ever completed by Council. We had several days of face to face public engagement and a social media army of 12,000+ people responding to engagement on the project and strategy. 15. We won the Strategy section of the GigatownGis competition from other finalists (Nelson, Timaru, Dunedin and Wanaka). While we came in second place (0.2 points behind Dunedin) overall, Council was awarded with the 2015 SOLGM Local Government Excellence Award for Council-Community Relationships, for excellence and innovation in respect to effective engagement with the community through transformational leadership. 16. One local person stated In my 20-plus years of living in Gisborne I have never seen the community come together as they did for the Gigatown effort. People of all ages and from all walks of life came together to learn new skills. Such hope and positivity was amazing to see. I hope we can keep that feeling moving forward. This sentiment was echoed by many. 17. We are currently reviewing the 2014 Plan for Gig Success alongside this Digital Enablement Plan as we have learned much from our first 12 months. What we have done already 18. There has long been tireless digital champions within our community who have undertaken digital projects with a community focus. These include: Te Rangitawaea programme for all Ngāti Porou East Coast Schools (through Te Rūnanganui o Ngāti Porou) to integrate ICT through all areas of curriculum since Computers in Homes (through the 20/20 Trust) delivering computers and digital learning to over 100 households in Tairāwhiti since A Page 3

4 Digital literacy training (through the Tairāwhiti Technology Trust) for all ages and abilities and needs since TeachXpo biennial conference (through the Tairāwhiti Technology Trust) to inspire and educate young people and their teachers about technology and its application. Free wi-fi access via hotspots in parts of the central business district (through Heart of Gisborne and Gis.net). Free secured and unsecured wi-fi access at the HB Williams Memorial Library. 19. However, the GigatownGis campaign in 2014 generated significant widespread support at all levels in our community for things digital and the interest and passion continues. 20. On the back of that support we have actioned several digital projects already in 2015: Mindlab Gisborne was the first satellite Mindlab programme through Unitec and was established in Gisborne in March It has already had 3,600 children through its doors to experience advanced digital technologies such as robotics, design and 3D printing. We will meet the target of 10,000 children through the programme in three years well before time and plans are afoot to extend the programme. Post-graduate Certificate in Applied Practice Through the Mindlab facility, a post-graduate programme has been established to teach the teachers how to use digital technologies in teaching and support the technology learning of students. There have been 150 teachers enrolled in the programme since it started in May 2015 and we are well ahead of the target of 270 teachers within three years. Co-starters Activate Tairāwhiti (our Economic Development Agency) has established the costarters business start-up programme with the first cohort of learners in Ruatōria starting in September The programme provides training on all aspects of starting a business and three months of mentoring. The co-starters programme was established in July 2015 across several towns in New Zealand and Tairāwhiti had the highest number of individuals of any region complete the course to become a co-starter trainer. It is envisaged that many of the businesses going through the co-starters programme will either have a digital/knowledge-based focus or will use digital technologies for many aspects of business. Digital workshops Tairāwhiti has had a number of thought leaders and experts in digital technology visit us to share their knowledge and experience. This is key to continuing to keep digital technology and its benefits and application front of mind in our community. We have had visits from Dame Wendy Pye (seminars on exporting and marketing your business in a digital age), Hal Josephson (seminars on the changing digital world and its impacts on business) and Gabriel Teo (workshops and training programmes on advanced graphics and animation). 21. So we have been busy making digital things happen in our community. We have picked lots of the low-hanging fruit and have had lots of successes. Now we are at a crunch point where we need sizeable investment to deliver on the big plans we have to do more. A Page 4

5 22. While we are still in the process of completing all of the work to review our digital strategy, we have already identified some key goals and several specific initiatives that we will look to take forward. Our Digital Enablement Plan captures some of those next steps that we are immediately looking at. We have wider objectives and other projects as well which we will also be exploring. Our vision Our resourceful, resilient and creative Tairāwhiti people are confident users and innovative creators of digital technologies and content and harness it to increase productivity and improve the quality of life in our place and others, Our objectives Our main objectives are to: Promote the benefits of digital technology for growing strong Tairāwhiti businesses and communities Increase the productivity of Tairāwhiti businesses through application of digital technology Enable digital technology businesses to incubate and succeed here so that Tairāwhiti has a strong and globally-recognised local ICT sector Ensure access to digital tools and learning are available to all Tairāwhiti people who need it regardless of income or geography Our projects and key actions in summary The table below summarises our key projects and actions that will deliver our vision and objectives. The eight projects are outlined in more detail on the following pages. PROJECT LEADERSHIP Est. Date Budget Strong and well-informed leadership Continue a Digital Steering Group to make decisions on prioritising and resourcing digital projects and establish a cross-sectoral Digital Working Group of experts to advise the Digital Steering Group on policy and action to achieve digital objectives. Ongoing from Oct 2015 $7,500 per annum Celebrating success Publish and promote inspirational case studies about how local people are using digital technology to enhance and grow their businesses, access new markets, develop new products and to improve educational outcomes and community wellbeing. Knowing what we don t know Initiate a monthly technology column in the Gisborne Herald to promote the latest digital trends and best practice across all sectors from business to health to education to environment. Ongoing from Sep 2015 Ongoing from Dec 2015 $50,000 (10 cqse studies) $500 per month A Page 5

6 BUSINESS DEVELOPMENT Est. Date Budget Improving productivity of existing businesses Implement a training programme for 100 local businesses per annum to learn to use digital technology to improve business productivity. Ongoing from Jul 2016 $40,000 per annum Fostering digital business growth Establish a Digital Innovation Space (within the Tairāwhiti Business Hub) that provides working space for digital professionals, showcases digital excellence, demonstrates best practice application of digital technology and provides digital training for business. Jul 2016 $500,000 (est.) setup Creating local digital content Capture the Tairāwhiti we are proud of in digital content that is available for regional marketing, visitor services, heritage promotion and business attraction. Start Mar 2016 $1,500,000 (est.) COMMUNITY ENABLEMENT Est. Date Budget Ensuring 100% accessibility Investigate the potential for community digital hubs throughout Tairāwhiti in smaller centres to provide for community access where affordability is an issue with a view to connecting three communities each year. Start Mar 2016 $50,000 per hub Strengthening digital literacy Pilot a Digital School Community Project to extend the learning environment from school to home and provide access to digital learning and technology for the wider school community with a view to rolling this out to three schools each year. Start Sep 2015 $50,000 per school Strong and well-informed leadership 23. Strong leadership is essential to driving implementation of our digital strategy and making good decisions around priorities and funding for projects. We are currently revisiting our digital leadership structure. 24. We are establishing a tiered structure for managing the projects outlined in our digital strategy. 25. The first tier is an internal resource within Activate Tairāwhiti dedicated to coordinating and delivering business-facing activity in the digital space. This position would be responsible for driving implementation of the strategy objectives and projects, reviewing the strategy and creating partnerships and networks to support digital objectives. A business case is being prepared to support this position as there is no funding currently available. 26. The second tier is a self-selecting Digital Working Group of experts to: identify and clarify digital issues and opportunities to support the steering group in its decisions; advise the steering group on policy and options to achieve digital objectives; and identify digital trends, best practice in application of digital technologies across all sectors to keep the steering group and community informed and inspired. A Page 6

7 27. We initiated the Digital Working Group in August and it has members from a wide range of interests including business, education, iwi, environment, telecommunications infrastructure, community, film, information management. An on-line Facebook Group provides an ongoing forum for discussion in between face-to-face meetings. 28. The third tier is a Digital Steering Group responsible for decisions on digital priorities and resources for digital projects. The Digital Steering Group will include representatives of the major organisations, including iwi, that will be contributing significantly to resourcing digital projects in Tairāwhiti either through direct funding of digital projects or through their status in supporting the negotiation of business funding opportunities. This is a decision body and will need members who have the ability to make decisions on behalf of their organisations or be influential at the governance level. We are in the process of confirming commitment from steering group members. 29. We see the benefits of this structure as: it expands engagement on digital issues by allowing a wider group to be engaged in digital planning through the Digital Working Group; it allows for detailed discussions and work to be completed by the Digital Working Group who have technical expertise; and it ensures the Steering Group has well-worked through solutions to consider in decisions on priorities and resources. Celebrating success and knowing what we don t know 30. Along our journey to date, we have found a lot of highly skilled people in Tairāwhiti working in the ICT sector and achieving laudable economic, social and environmental outcomes through the application of digital technology. 31. We have also identified that those who are not digitally literate or who want to be more digitally competent are not clear on what the benefits of technology are for them and how they can harness it to realise business, personal and community goals. In short we don t know what we don t know. 32. We think it a crucial part of demonstrating leadership to be sharing the digital success stories and the benefits of digital technologies within our community, in a relatable way, that demonstrates how it can be used to improve our lives. This is based on community feedback throughout the GigatownGis campaign. 33. We are developing case studies to inspire people with local digital success stories and to promote understanding of the benefits of digital technology in action. 34. Our case studies will cover a range of topics: from tertiary study on-line from Gisborne to business gains made through digital technology to cutting edge advances in digital technology. This content will be pushed out through a range of media, digital and otherwise. 35. Some examples of local success that we are looking to developing into case studies are: Dr Sheng Chiong Hong (OphthalmicDocs) and his innovative work to create a cheap and portable diagnostic tool for eye conditions. He has been nominated in four categories at of the 2015 NZ Innovation Awards; Shannon Dowsing (OEI) and his work as part of a team to create augmented reality displays in London ( A Page 7

8 Crazy Hat Productions and their ground-breaking work using locally sourced technology and expertise for live streaming of Te Matatini (national kapa haka championships) and tangihanga of prominent local iwi members such as Parekura Horomia and Apirana Mahuika; Gisborne Herald and their shift to on-line subscriptions; and Tolaga Bay Area School and Wi-fi Connect partnership to extend internet access from the school s fibre connection into the community. 36. Our technology column likewise will have a range of topics to appeal to different interests, from the importance of a good website (and facebook page) as your digital front door to on-line accounting to how to use on-line collaboration tools. 37. We have plans to digitise content to ensure it is presented in an engaging way. There is not funding for the digitising of content at this stage and a business case is being prepared as a basis for seeking funding. 38. All of our leadership projects will contribute to ensuring uptake across our district including the areas we have specified in the registration of interest: Makaraka and rural Tairāwhiti. Improving productivity and fostering digital businesses 39. A strong theme that has come through our community engagement as part of the GigatownGis campaign is that there are some simple actions that businesses can take in technology, connectivity and training with relatively small investment to improve general productivity. For example, estimates are that connecting to fibre has the potential to result in 30 minutes per FTE staff productivity gains per week and that having a strong website massively expands your customer reach. 40. Our engagement with business owners showed that there are some Tairāwhiti businesses with no digital connection or web presence and that many businesses do not have a grasp on what type of digital connection is right for them and the returns on investing in digital technology. 41. Many of the digital businesses already in Gisborne have clients outside of Tairāwhiti. And many local agencies and businesses use ICT services, such as web design and management and digital content creation, from ICT businesses outside of Tairāwhiti. 42. Activate Tairāwhiti is working with key stakeholders to develop plans for a Tairāwhiti Business Hub to service Tairāwhiti. The Tairāwhiti Business Hub would co-locate agencies supporting business development and growth (such as Activate Tairāwhiti and the Chamber of Commerce) and provide a comprehensive range services from mentoring and training to financial and legal advice. The Hub would include an incubator space for business start-ups. 43. Also within the Hub would be a Digital Innovation Space that provides for co-location of digital professionals as well as general space for activities such as hot desking, demonstrating digital technologies, maker space, viewing gallery. 44. Generating a local centre of digital excellence and attracting local and external talent will grow our local professional digital capacity to service organisations and businesses both within and outside of Tairāwhiti. A Page 8

9 45. Planning is at the conceptual stage and there are a number of key stakeholders and potential partners we are yet to engage with. However there is significant support and passion locally from ICT professionals who need space to collaborate and from funders who see the potential economic development gains. We are also in discussions with potential partners outside of the Tairāwhiti. 46. Our goals through the Tairāwhiti Business Hub and Digital Innovation Space are to see up to 315 new jobs created per annum, to see a lift in average annual salaries to $34,000 and to move 252 people from off benefits into permanent employment (with a $3million reduction locally in benefit payments) by year five. 47. There is significant economic development potential to be pursued through a Tairāwhiti Business Hub and Digital Innovation Space. There are 222 businesses already in the Makaraka area who would benefit immediately from productivity gains through a fibre connection alongside access to business and digital learning and support via the Business Hub. Creating local digital content 48. Tairāwhiti has a unique first place in the history of New Zealand as the landing place of Horouta waka, the first meeting place of Māori and European, first landing place for Captain James Cook on the first commissioned scientific voyage of discovery, and the first part of the world to see the sun each day. That is a niche, our unique proposition. 49. Currently, tourism is an underdeveloped sector in Tairāwhiti with much potential for growth. Some of the tourism potential lies in the natural and coastal character of Tairāwhiti which is best captured in imagery. Even more of our untapped potential lies in sharing the unique stories that we have in our region. 50. In our midst are noted historians of both Māori and Pākehā culture and masters of story-telling through artistic media such as kapa haka and design. Combine the skills of these genius storytellers and artists with digital gurus and we have the potential to create some highly engaging and digital content with the aim of promoting Tairāwhiti to a national and international market. 51. The stars are aligning as a spotlight will shine on Gisborne in 2019, when we celebrate the 250th celebration of the arrival of Captain Cook a celebration of national significance and international interest. The Te Hā project has been initiated to commemorate and celebrate our nation s dual heritage and we are looking to harness the opportunity to showcase our unique region locally, nationally and internationally. 52. Work has already started to prepare material to be translated into digital content. This includes our unique stories and answers the question why come to Tairāwhiti? Some funding ($1million) has been secured locally already for the story-telling aspects and further applications will be made for the remaining costs related to story-telling. 53. There is also a need for general regional marketing digital content to improve content around facilities and services offered for visitors. Council has invested $50,000 into general content development so far and it is estimated that a further $500,000 is required to upgrade material. We are engaging with potential partners at present to secure funding. A Page 9

10 54. Ensuring visitors can access that content is crucial and is a key reason for our application for RBI2 and MBSF. Many of our high-value tourist spots and services are outside of Gisborne City and if visitors cannot communicate instantly their experiences they don t and an opportunity for regional promotion is lost. We want to maximise the opportunity that 2019 provides us for regional promotion so that there are legacy benefits. Ensuring 100% accessibility 55. Gisborne had a 17% increase in the provision of internet services via broadband the fourth highest increase across the country. However we are still ranked well below national average for internet accessibility we are near the bottom % internet accessibility is a foundation of our digital future. Our farms rely on it to run their businesses, maintain social contact and attract and retain staff. Businesses and tourism ventures in our rural townships and Gisborne city rely on it for business promotion, research and information management. Our households rely on it to keep in touch with whānau, to continue learning and for recreation. 57. Tairāwhiti has significant social and economic issues to address with a growing gap between rich and poor. We do not expect digital technology to be a silver bullet in resolving these longstanding issues. But we certainly don t want to see limited access to digital technology expand that gap. 58. There is strong community sentiment that no-one should be disadvantaged by geography or income in terms of access to internet. The aim is to get all households and businesses connected to internet with the right speed and capacity. Tairāwhiti people should have access of some kind consistent with what their needs are. Not everyone wants to soak up gigabits of bandwith making digital movies. Some households just need fast enough speeds to study and attend on-line lectures. Some businesses just need enough capacity to support video-conferencing. 59. Where access to the household or business is unaffordable or technically not feasible we aim to establish community digital hubs at existing community facilities that meet digital needs and provide training spaces for digital literacy programmes. 60. Stronger rural wireless broadband networks will provide a foundation for these hubs to be established. Strengthening digital literacy 61. Digital literacy programmes have been running in Tairāwhiti for several years alongside the computers in homes programmes. There have been 1500 Tairāwhiti homes access such programme since Our Tairāwhiti community is a great place for whanau, social connections and lifestyle and this creates opportunities for community-based programmes such as Computers in Homes and Stepping up to be successful. 63. However, there have been difficulties in the past with securing funding support outside 20/20 Trust. There is the need for local evidence of the impact that these programmes have on people s lives. A Page 10

11 64. We have a project concept to establish a Digital School Community to extend learning beyond the classroom into the home and to create digitally literate parents who can support their children s ongoing learning and open up new learning opportunities for themselves. 65. The project involves establishing a digital centre at the school and wrapping services such as computers in homes and stepping up training around that centre then measuring the impact that has had on individuals, whānau and the community. 66. It is envisaged that the outcomes will inform the case for any further local investment in such initiatives. These initiatives are available throughout the District currently, including in the areas specified in our registration of interest, we would be looking to expand and speed-up the programmes of delivery. 67. We have entered into discussions with a low-decile school in an area of lowest broadband uptake locally and they are committed to developing and rolling out a programme. Their teachers and student leadership group are engaged in developing the concept into a full plan. A business case is being prepared alongside this to support requests for partnership from the corporate sector. We have had initial interest from a corporate who would look to support the project with an in-kind contribution. A Page 11