Charles Sturt Digital Economy Strategy

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Digital Economy Strategy, Charles Sturt
December 2012
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Contents
City of Charles Sturt Digital Economy Vision from the Mayor and CEO................................................. 2 2020 Vision National Digital Economy Strategy ................................................................................... 6 National Broadband Network Rollout 2020......................................................................................... 8 Deloitte Consulting Digital Economy Profile 2011.............................................................................. 10 Department Further Education, Employment, Science, Technology (DFEEST) Information Economy Strategy............................................................................................................................................ 11 International Context Organisation for Economic Cooperation and Development (OECD) .............. 12 World Statistics ................................................................................................................................ 13 Charles Sturt Vision in 2030 .............................................................................................................. 16 Professor Richard Blandys Economic Profile Executive Summary - Document Name: Quantitative Assessment of the Charles Sturt Economy......................................................................................... 18 Government Services........................................................................................................................ 20 Environment .................................................................................................................................... 21 Making the Digital Economy Local..................................................................................................... 22 Implementation of the Charles Sturt Digital Economy Strategy ......................................................... 24 1 - Connectivity Pillar........................................................................................................................ 26
Digital Economy Taskforce (DET) .................................................................................................................................................... 26 NBN Ready ................................................................................................................................................................................................. 26 Regional WiFi ............................................................................................................................................................................................ 27 Invest in the West.................................................................................................................................................................................... 27
2 - Capability Pillar............................................................................................................................ 28
Library and Community Centre Strategy....................................................................................................................................... 28 SME Digital Training .............................................................................................................................................................................. 29 Digital Literacy Program ...................................................................................................................................................................... 31 Broadband Career Centre .................................................................................................................................................................... 31 Broadband Demonstration Home .................................................................................................................................................... 32 Expansion of Digital Hub...................................................................................................................................................................... 32
3 - Content Pillar............................................................................................................................... 33
e-Vents and Entertainment ................................................................................................................................................................. 33 Connected Classrooms .......................................................................................................................................................................... 33 Council Services Online......................................................................................................................................................................... 34 Collaboration with other Councils.................................................................................................................................................... 35 Mobile Content and Services .............................................................................................................................................................. 35
4 - Clusters Pillar............................................................................................................................... 37
Regional eHealth Cluster...................................................................................................................................................................... 37 The Digital Triangle................................................................................................................................................................................ 38 Virtual Main Streets................................................................................................................................................................................ 39 Commuting Hub ....................................................................................................................................................................................... 40 Data Centres .............................................................................................................................................................................................. 41
Stakeholder Consultation ................................................................................................................. 42 References ....................................................................................................................................... 43 Leading Digital Communities ............................................................................................................ 44 Oceania Internet Usage .................................................................................................................... 46 National Broadband Network - Local Government Planning .............................................................. 49
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City of Charles Sturt Digital Economy Vision from the Mayor and CEO
The City of Charles Sturt recognises that the digital economy is essential to Australias productivity, global competitive standing and improved social wellbeing. J.P. Morgan expects Australian business-to-consumer e-commerce to jump from $572 billion in 2010 to over $1 trillion by 2014. IDate, a French technology research firm, estimates the total size of the global digital economy to be $20.4 trillion, equivalent to roughly 13.8% of all sales flowing through the world economy. It is essential that our City engages in this new and fast growing digital economy, driven by broadband, new Information & Communication Technology (ICT) infrastructure and new technologies, most of which did not exist some five years ago. Council understands that economic growth and technology are directly linked and we must, as a community, raise our aspirations to win a share of the local, national and global digital economy. Think global and act local has never been a more true axiom. Our Council seeks to play a supporting and innovative role in engaging with our local community to lessen the potential of a digital divide being created and at the same time we will continue to work hard to provide the skills, knowledge and infrastructure our residents and businesses require to be competitive in a local and global online economy. City of Charles Sturt supports the OECDs Communique for Internet Policy Making, and we aspire to make a significant contribution to the South Australian Information Economy Agenda and the eight key objectives of the National Digital Economy Strategy. We believe the roll out of the National Broadband Network has reached a tipping point of no return and we will continue to work closely with the National Broadband Network Co (NBN Co) to encourage the network roll out to fan out from our many green and brown field development sites, to eventually connect our entire community. We consider this an urgent and critical objective. We will continue to work closely with telecommunications providers to ensure our City is serviced with reliable, fast wireless connections such as 3G and 4G. And we will work closely with the State and Federal Governments to ensure our community is provide with the learning tools to understand how they can engage and benefit from broadband. Our Employment Revitalisation Plan will be dependent on technology and telecommunications infrastructure. We have identified nine precincts for industrial renewal that will require a massive rethink of how we incorporate technology as the driver of the precincts. In particular Charles Sturt will look to creating one precinct as Adelaides heart of data centres. With the global shift to cloud computing and in 2012, more new information being created globally than in the entire history of mankind, the demand for Data Centres, situated in regions that are geographically, politically and socially secure, have access to skilled technicians and plenty of electricity, we are perfectly positioned to be a global go to for Data Centre construction. We will build on the wonderful foundations of our Queen Elizabeth Hospital medical precinct. This is an exciting challenge to enable this precinct to develop further as a global centre of excellence through the provision of highly skilled professionals, broadband technology, and innovative, flexible planning provisions. Both precincts could work co-operatively with the new Royal Adelaide Hospital Research Centre on North Terrace in the Adelaide CBD and offer medical specialists services to the world.
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We will build on and encourage the current shifts in our demographics as we attract more knowledge workers and creative workers to our region. As we invest in our amenity and infrastructure, we will enhance the city where our local workers to residing in Charles Sturt will desire to live in our region and be closer to their work place, ending the long commute to our City. We will continue to support our small business community, as they are the engine room of our local economy. We will welcome the shift to more online home based businesses in the region and teleworkers, who even if they work one or two days from home, will contribute significantly to the growth of our local economy. Our City certainly is in a unique position. With a shifting demography and a transforming commercial sector, we will be well positioned to take full advantage of the massive global economic shift to a digital commerce. But we must as a Council, provide an integrated framework of 21st century policy, innovative planning and projects, that will empower our community to embrace new technologies and engage with the global broadband phenomena that is driving economic growth and improved social well being.
Our first Digital Economy Strategy sets out such an integrated framework. If we get this right, and commit to its implementation, City of Charles Sturt can be one of the great smart cities of the world. A worthy target that will benefit every resident, business and community based organisation.
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2020 Vision National Digital Economy Strategy

The Australian Government is investing in the establishment of the National Broadband Network (NBN). The NBN will provide reliable, ubiquitous, high-speed broadband to all Australian premises. The government is committed to ensuring that by 2020, as the physical build of the NBN will be nearing completion, Australia is one of the worlds leading digital economies. The task of ensuring that all sectors of Australian society and industry participate fully in the digital economy and enjoy its benefits, is one that requires collaborative effort between government, industry and the community. Consequently, the government invites industry, state and territory governments and local councils to join with it to contribute to this vision.
Senator Stephen Conroy - Minister for Broadband, Communications and the Digital Economy
Minister Assisting the Prime Minister on Digital Productivity.
The Australian Governments aim is that by 2020, Australia will be one of the worlds leading digital economies, Australias Digital Economy: Future Directions paper outlines the areas of focus for government, industry and the community to maximise the benefits of the digital economy for all Australians. In 2009 the Federal Government held the Realising Our Broadband Future forum (www.broadbandfuture.gov.au). From this forum the government created a National Digital Economy Strategy, comprising of eight key objectives. 1. 2. 3. 4. 5. 6. 7. 8. Online participation by Australian households Online engagement by Australian businesses and not-for-profit organisations Smart management of our environment and infrastructure Improved health and aged care Expanded online education Increased teleworking Improved online government service delivery and engagement Greater digital engagement in regional Australia
Internet and broadband are increasingly commonplace in our day-to-day lives and the Australian Government is moving rapidly to improve accessibility and service through the National Broadband Network. However, the digital economy will not necessarily happen organically in all parts of our economy and society. Already, global and local data indicates that Australian households and businesses may be lagging in fully utilising and participating in the digital economy. And it remains important that we ensure that all groups within our community enjoy the same opportunities to engage online. The digital economy presents Australia with a unique opportunity to shrink the distances that have historically dominated our domestic and international relationships, opening up new markets for engagement and growth. In addition, it will continue to change how we interact and socialisepeople can now connect, collaborate and participate online in previously unanticipated ways that enrich their lives and did not exist some five years ago. The NBN, and the devices and applications it can support, will deliver benefits and inspire innovation that we cannot yet imagine. Consequently, it will be an ongoing process to bring about this transformation and realise the benefits of an NBN-empowered digital economy. The Australian Government is committed to maximising these opportunities for all Australians. The Government has announced key initiatives to lay the foundations for a vibrant digital economy such as the National Broadband Network and the Digital Education Revolution. These commitments reflect the Australian Governments recognition that a world-class digital infrastructure is a key input for our futuresimilar to electricity, gas and water; road, rail and ports.
Intelligent City However, to fully develop our digital economy, world-class digital infrastructure by itself is not sufficient. To ensure that Australia maintains its quality of life and international standing, the Australian Government, industry and the community must each take steps to achieve the maximum participation of Australian households and businesses in the digital economy. Australia and other world economies are currently facing a challenging global financial situation. However, a crisis can also be viewed as an opportunity to promote long-term economic success by investing in critical infrastructure like the National Broadband Network and smart grids. One recent report estimates that the adoption of smart technology in energy, water, health and transport, and the rollout of high-speed broadband could add more than 70 000 jobs to the Australian economy and 1.5 per cent to the level of Australias Gross Domestic Product within a few years.
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National Broadband Network Rollout 2020

More than 3.5 million homes, businesses, schools and hospitals will have construction of the National Broadband Network either commenced or completed within the next three years. Across Australia, the numbers of homes, businesses, schools and hospitals that will see construction begin or be completed by mid 2015 are: 1,010,700 in New South Wales 691,600 in Victoria 678,600 in Queensland 429,200 in Western Australia. 327,300 in South Australia 135,300 in the ACT 65,200 in the Northern Territory 209,100 in Tasmania In the 21st century, the internet is finally being considered as essential infrastructure - Australian families rely on it, and Australian businesses need it. Australias 100-year-old copper network has served Australia more than well, yet is now well past its use by date and cant deliver the modern high speed broadband our economy and society needs. We know that unless we upgrade to the NBN, our outdated system will choke Australias economy in the future, slowing our growth and putting Australia behind the rest of the world. We need the NBN to secure our economic future, which is why the Federal Government is delivering high-speed, reliable broadband to every home and business in Australia. The NBN will transform service delivery and drive economic diversification for people living in regional Australia. The NBN is one of the great enablers of the regions, for economic growth and diversification and service delivery. It will ensure that every community around Australia gets fair and equal access to affordable high-speed broadband, including prices and services that are the same in the regions as they are in the city. NBN Co was created on 9 August, 2009 and have been hard at work building the company, developing a wholesale product offering, selecting technology and designing the network and systems. NBN Co is wholly owned by the Australian Government through the shareholding of the Federal Minister for Broadband, Communications and the Digital Economy and the Minister for Finance and Deregulation. NBN Co are committed to operating a wholesale, open access network and making its wholesale services available to Service Providers on non-discriminatory terms. This $37 billion dollar investment will be the single largest nation building infrastructure project in Australian history. NBN Co released its first 12 month rollout schedule in October 2011. That schedule, updated for the first time in February 2012, continues to be updated quarterly. The three year rollout plan will be updated each year.
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A summary of NBN Cos three year indicative rollout schedule and the key points of becoming NBN ready is available at Attachment Two. NBN Co has established an interactive searchable map on its website detailing the rollout, available at: www.nbnco.com.au/rollout/rollout-map.html. Though City of Charles Sturt is not fully included in the three year roll out plan directly, our City does have a slice of the NBN pie through the City of Prospect roll out in the south east corner of our region and an area in Flinders Park, Hindmarsh including the suburbs of Kidman Park, Welland, Bowden, Brompton, Croydon are included at the end of 3 year rollout. We also have a strong number of green and brown field developments that will be fibred up during construction through the NBN roll out. - Lobbying NBN Co To potentially accelerate the rollout within the city it is recommended that Charles Sturt lobbies their two local federal ministers seeking letters of support to present to senior management of NBN Co. Set up a meeting with NBN Co senior management and present a summary of this digital strategy as well as the GIS maps highlighting the required information outlined in the appendices. - Federal Opposition Policy The federal opposition minister Malcolm Turnbull has recently stated their governments position in relation to the National Broadband Network. This clearly states that the opposition are strongly supportive of high speed broadband and the benefits it bring the Australian community, however they believe that the costs are too high and the timeframe to completion is too long. Their current alternative proposition is to only take fibre cable to the node and utilise the current copper infrastructure as the last mile connection. This model according to the opposition would still provide Australian home and businesses with 25mb-75mb speeds and greatly reduce cost and the time to roll out the fibre. The current position of the opposition clearly highlights that they are strongly committed to delivering high speed broadband to the Australian public and as such this strategy would remain valid and robust even with the advent of change of government.
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Deloitte Consulting Digital Economy Profile 2011

Many technologies have a big impact on a particular industry, but a few enabling technologies change every business and many aspects of peoples lives. The internet provides substantial benefits to individual Australians and businesses beyond the direct economic contribution outlined previously. The total economic benefit from the internet, including the wider benefits that are not captured in GDP, is estimated to be worth the equivalent of $80 billion. It is estimated that the boost to productivity for business and government provided by the internet amounts to an increase in 2011 GDP of around $27 billion. Education and health are two key government services where there are significant potential benefits from accessing and sharing information over the internet, particularly for delivery to regional and remote communities. The estimated annual value to the Australian economy that accrues to households from accessing the internet is $53 billion. The ability to search for information more efficiently on the internet is estimated to be worth the equivalent of $500 per person per year, or $7 billion in total nationally. The increase in the variety of goods and services available online across major online retail spending categories is worth $16 billion to Australians. The internet saves people a substantial amount of time performing necessary everyday tasks like banking, paying bills and dealing with government. Assuming a typical internet user saves around half an hour each week, the estimated value of the benefit to consumers is $8 billion. Consumer gains from recreational use of the internet are estimated to be around $2,000 for the average person, an amount equivalent to $22 billion to Australia. The direct contribution of the internet to the Australian economy is forecast to grow at 7% over the next five years, increasing from $50 billion to roughly $70 billion by 2016. It is likely that the number of households connected to the internet will increase by 20% over the next five years, increasing the value of the internet economy by around $15 billion - at least 1% of GDP. Separate analyses of the near-term outlook for online shopping imply an average annual growth rate of 11.2%, three times as fast as forecast growth in GDP. These studies imply that online retail will increase by $10 billion over the next three years, and if this pace persists, it would reach $24 billion by 2016. Deloitte project that the direct contribution of the internet to the Australian economy will grow at least twice as quickly as forecast GDP growth over the next five years, increasing from $50 billion to roughly $70 billion by 2016.
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Department Further Education, Employment, Science, Technology (DFEEST) Information Economy Strategy
South Australia's Information Economy Agenda sets out a framework for delivering our States digital future. It defines priority areas and actions in support of South Australia's Strategic Plan (SASP) and provides a framework for managing initiatives and partnerships between governments, business, education and communities. SASP Target 4.8 reads Broadband usage in South Australia is to exceed the Australian national average by 2010, and be maintained. With this goal to maximise the social and economic benefits of ICT for the State, the Information Economy Agendas previous five priority areas were: Infrastructure Industry development Online content and applications Skills Social inclusion The Information Economy Agenda 2009-2014 identifies three key interrelated elements of the information economy as connectivity, capability and content - the three C's: Connectivity: affordable broadband - the infrastructure of innovation - any time, any place. Capability: a skilled workforce and empowered businesses and communities. Learning, living and working online. Content: valuable information and applications, creating reasons to be connected. These are the three Cs driving South Australias information economy. We will measure our success by increased creativity, a globally competitive economic base, connected communities and citizen wellbeing. The South Australian government seeks to ensure all South Australians have access to: Affordable broadband the infrastructure of innovation any time, any place A skilled workforce and empowered businesses and communities. Learning, living, working online Valuable information and applications, creating reasons to be connected. All three Cs are interrelated and necessary to maximise participation in the information economy. With a greater diffusion of content and increased capability comes higher demand and in turn a powerful aggregated capacity that can make our State more competitive within Australia and globally. The Government of South Australia recognises a strong need to collaborate and communicate with other jurisdictions to ensure success. Government can best support industry in a facilitative role that includes seeking feedback from industry, increasing collaboration, and initiating mechanisms that engender positive change. The State Government cannot do this alone; it needs support and commitment of local businesses, local government and communities to embrace the information economy. The IE Agenda is challenged to ensure the States ICT activities are consistent with national and international policies and trends. The State Government will provide a platform for creativity, innovation and collaboration based on fast accessible broadband, a digitally literate population, and support for the local creative content and ICT industry. These are the ingredients necessary to succeed in a competitive global economy.
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International Context Organisation for Economic Cooperation and Development (OECD)

The Seoul Declaration for the Future of the Internet Economy was adopted by 39 countries and the European Community. It outlines the basic principles that will guide further development of the Internet Economy. In addition, Ministers welcomed and recognised the importance of the OECD report on Shaping Policies for the Future of the Internet Economy, recommending that governments consider it in developing their policies. The Seoul Declaration on the Future of the Internet Economy adopted at the 2008 OECD Ministerial on the Future of the Internet Economy recognised that the Internet provides an open, decentralised platform for communication, collaboration, innovation, creativity, productivity improvement and economic growth. Building on the Seoul Declaration, the OECDs High Level Meeting on The Internet Economy: Generating Innovation and Growth, held in June 2011, highlighted that the strength and dynamism of the Internet depends on its ease of access to high speed networks, openness, and on user confidence. In the context of this High Level Meeting, the representatives of OECD Members, Egypt, and of stakeholders, including the Business and Industry Advisory Committee to the OECD (BIAC) and the Internet Technical Community (ITAC), agreed on a number of basic principles for Internet policy making as an important step in ensuring that the Internet remains open and dynamic. The High Level Meeting recognised: that the Internet allows people to give voice to their democratic aspirations, and any policymaking associated with it must promote openness and be grounded in respect for human rights and the rule of law. the essential contribution of stakeholders, including business, civil society, the Internet technical community and academic institutions, to the ongoing development of the Internet and the enrichment of society using the Internet. that more ubiquitous access to and use of broadband Internet networks, which are available in a competitive market and at affordable prices, will help foster innovation and drive the growth of the Internet economy and of the economy in general. that, in certain cases, public support and investment may be needed to ensure the greatest practical availability of these networks in our country, in particular in rural and remote areas, and that such public intervention should support market competition and promote private investment initiatives. the importance of generating demand and the significant role that governments can play in this regard by stimulating the use of broadband internet networks in areas such as science, education, health, transportation and smart electricity grids as well as promoting the use of Internet for an ageing society. that new and evolving technologies and protocols, with their enabling effect on broader opportunities and innovation such as IPv6, the Semantic Web and cloud computing, are emerging as a general engine for economic and social development. In the context of recent natural disasters we recognised that a resilient network can play a crucial role in ensuring information sharing and facilitating rapid aid distribution.
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World Statistics
The current growth in internet users and social media is phenomenal. Its predicted ongoing growth is mind boggling in both its speed and size. Table 1 World Internet Usage and Population Statistics 2011
WORLD INTERNET USAGE AND POPULATION STATISTICS December 31, 2011

World Regions Africa Asia Europe Middle East North America Latin America / Carib. Oceania / Australia WORLD TOTAL Population ( 2011 Est.) 1,037,524,058 3,879,740,877 816,426,346 216,258,843 347,394,870 597,283,165 35,426,995 6,930,055,154 Internet Users Dec. 31, 2000 4,514,400 114,304,000 105,096,093 3,284,800 108,096,800 18,068,919 7,620,480 360,985,492 Internet Users Latest Data 139,875,242 1,016,799,076 500,723,686 77,020,995 273,067,546 235,819,740 23,927,457 2,267,233,742 Penetration (% Population) Growth 20002011 Users % of Table 6.2 % 44.8 % 22.1 % 3.4 % 12.0 % 10.4 % 1.1 % 100.0 %
13.5 % 2,988.4 % 26.2 % 61.3 % 789.6 % 376.4 %
35.6 % 2,244.8 % 78.6 % 152.6 %
39.5 % 1,205.1 % 67.5 % 32.7 % 214.0 % 528.1 %
NOTES: (1) Internet Usage and World Population Statistics are for December 31, 2011. (2) CLICK on each world region name for detailed regional usage information. (3) Demographic (Population) numbers are based on data from the US Census Bureau and local census agencies. (4) Internet usage information comes from data published by Nielsen Online, by the International Telecommunications Union, by GfK, local Regulators and other reliable sources. (5) For definitions, disclaimers, and navigation help, please refer to the Site Surfing Guide. (6) Information in this site may be cited, giving the due credit to www.internetworldstats.com. Copyright 2001 - 2012, Miniwatts Marketing Group. All rights reserved worldwide.
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The Internet Traffic Report monitors the flow of data around the world. It then displays a value between zero and 100. Higher values indicate faster and more reliable connections.
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View Graphs or Click a region to view more detailed information.

Region Current Index Avg. Response Time (ms) Avg. Packet Loss (%)
Asia Australia Europe North America
53 82 68 73
466 179 311 260
33 % 0% 18 % 22 %
South America
85
147
0%
The Internet Traffic Report monitors the flow of data around the world. It then displays a value between zero and 100. Higher values indicate faster and more reliable connections. http://www.internetworldstats.com/stats.htm
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Charles Sturt Vision in 2030

In the year 2030, the population and economy of the City of Charles Sturt are growing strongly and its people are prospering. There are unprecedented business, employment and housing opportunities and a high quality of life. The economy is diversified and no longer dominated by manufacturing. A key manufacturing activity is manufacturing and assembly for the Future Submarines project at Osborne. Most economic sectors are doing extremely well. The biggest employment sector is health, centred around a flourishing Queen Elizabeth Hospital health precinct. Back office financial services and professional, scientific and technical services are expanding rapidly in the City fringe areas of Bowden and Hindmarsh. The wholesale, retail, transport and hospitality sectors are burgeoning. The most notable feature of Charles Sturts renaissance is the blossoming of small businesses across all sectors. Sixty per cent of all new jobs are being created in businesses employing fewer than 20 people many in businesses employing fewer than 5. Underpinning Charles Sturts economic renaissance has been the revitalisation of Charles Sturts residential amenity through the development of attractive open spaces for recreation, appealing High street and Mall shopping experiences, and high quality housing renewal and development, notably at Bowden, St. Clair and West Lakes. The transformation of the City of Charles Sturt has been achieved by Charles Sturt Councils economic development strategy that emphasised: local skill development; access to fast, large capacity broadband; on-line access to government and training programs; and advisory and collaborative arrangements with local businesses, neighbouring Councils, and State and Commonwealth Governments. Charles Sturts Vision was achieved through a partnership of local champions in business, the professions, the community and the public sector, who, together, developed and supported the projects and actions needed to bring about the changes permitting the Vision to come into being. This partnership understood that the Vision could only be achieved by building an attractive and outward-looking business environment; building the community linkages of a 21st Century society; building management skills and development frameworks; and establishing long-term goals with supporting codes of conduct. Charles Sturt showed that with strong political leadership, commitment and persistence, a partnership for growth between business, government and the community can lead to a flourishing regional economy in times of rapid change in the global environment.
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Professor Richard Blandys Economic Profile Executive Summary - Document Name: Quantitative Assessment of the Charles Sturt Economy
Professor Blandys economic analysis of the City of Charles Sturt provides a clear, strategic framework for the economic development of the city. Assuming that Charles Sturts share of Western Adelaides jobs and houses targets in the 30-year Plan for Greater Adelaide is the same as its expected share of Western Adelaides people target the Plan projects: about an extra 45,000 people living in Charles Sturt in 30 years time (implying about an extra 30,000 in 2029 or about 130,000 people in total and a growth rate of about 1.4 percent p.a.), about 23,000 net additional jobs in Charles Sturt in 30 years time (implying about an extra 15,000 in 2029 or about 54,000 jobs in total and a growth rate of about 1.7 per cent p.a), and about 23,000 net additional dwellings in Charles Sturt in 30 years time (implying about an extra 15,000 in 2029 or about 58,000 dwellings in total and a growth rate of about 1.7per cent p.a). The City of Charles Sturt will need to accommodate large demographic and economic changes, therefore, if Charles Sturts targets for population and economic growth implicit in the 30-year Plan are to be met. The growth rate of the population of Charles Sturt has to rise from zero from 1991-2006 to 1.4 per cent p.a., while the growth rate of Charles Sturts Gross Regional Product (GRP) has to rise from 2.1 per cent p.a. to more than 4 per cent p.a. (A feat that though not impossible will require serious economic reform and a willingness to travel a road less travelled by main stream Adelaide Editor) as Blandys report estimates that jobs growth over the next 20 years will fall in a range of 9,000 25,000, depending on the degree of success of Charles Sturts economic development strategy. Major economic diversification will be required for the development strategy to be successful, continuing the trend of the past 20 years. This diversification will be towards smaller scale production units and services and away from large-scale industry. This will suit the pattern of residents skills. A major skills upgrade will be required of Charles Sturts workforce, continuing the trend observed over the past 20 years and matching a continuing upgrade in the skills of Charles Sturts residents. Major improvements in the quality of housing and residential amenity will be required to attract and retain the professional and skilled population that will be the main reason why businesses will locate and expand in Charles Sturt rather than elsewhere. Zoning rules will also need to be loosened and land presently reserved for industry released for broad spectrum development, including parks, schools, and amenity enhancement in general, accelerating the trend towards the gentrification of Charles Sturt. This will also be necessary to minimise commuting, which is likely to grow substantially, especially commuting into Charles Sturt.
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The economic development strategy proposed for Charles Sturt includes: A hybrid Salisbury-Prospect strategy built on the skills and industrial diversity of Charles Sturts residents and access to high-capacity, fast, broadband, leveraged by newly-created advisory and collaborative arrangements with local businesses, State and Commonwealth Governments, and neighbouring Councils; A focus on supporting competitive, high quality, small businesses, which will be the source of 5060 per cent of all new jobs. This will be achieved by reducing the costs of doing business in Charles Sturt, through access to high-capacity, fast, broadband, the provision of on-line government for businesses, the provision of on-line training in how to run a small business; Helping businesses located in Charles Sturt to secure contracts to manufacture and/or assemble parts of the Air Warfare Destroyer and Future Submarines contracts in collaboration with the State Government and the City of Port Adelaide Enfield, in particular; In conjunction with a Western Alliance of Councils, creating a significant health precinct around and together with the Queen Elizabeth Hospital to service the rapidly growing population of the Western suburbs; Continuing to support the evolution of Bowden and Hindmarsh as a high tech, R&D, professional and back office precinct interacting closely with the Thebarton research precinct and the City of Adelaide; Improving the quality of the residential experience in Charles Sturt by the development of quality schooling near Transit Oriented Developments (TODs) and housing renewal projects, the development of parks, recreation spaces, adequate parking, and desired high street shopping, and, in particular, the development of the Woodville Road high street shopping/recreation strip as a symbol of the new Charles Sturt.
Alliances between the City of Charles Sturt, Commonwealth, State and other local governments, the private sector and the community sector will be needed to engage with and deliver this economic development strategy along the lines of the successful strategy of the City of Salisbury. A Western Alliance of Councils together with the City of Adelaide should be created to develop and coordinate a strategy for the economic development of the West of Greater Adelaide that is able to lead the economic development of the West and to negotiate effectively with the Commonwealth and State Governments.
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Government Services
The delivery of government services online and the use of new technologies to drive open and accountable government services is a result of both a pull effect (demand from rate and tax payers and service providers) and push effect (we must move our community forward and demonstrate digital leadership). The push to establish virtual one stop online counters is changing the relationship between citizens and governments. More information than ever before is made freely available to citizens online, through the click of a mouse, or the tap of an app on a mobile device. Citizens expect much more from egovernment services than just sharing of information. As technologies advance so to are the expectations of residents and businesses for Councils to keep up with best practice online services. Government services can be divided into four categories as described by Barry Quirk (From Managing Change to Leading Transformation): e-Management, the provision online of basic Council information, contact details e-Services; Product and services details and product and services support online e-Commerce; transaction handling such as payment of rates, infringements, fees and charges for
services e-Democracy; virtual interactive local community, engaged through technology and participating through online community panels and online forums, online surveys and eventually online voting.
City of Charles Sturt, as with most Councils, is making the transition from enhanced e-Management (information based web pages) to e-services provision which will require working closely with the Local Government Association and western city Councils to deliver more effective digital based services that improve service delivery and better outcomes for our community. Charles Sturt has also recently launched a social media strategy including Facebook and Twitter. We will liaise with the Federal Government to learn how our Council can take full advantage of the plethora of digital projects being developed around Australia by local municipalities, funded under the Federal Government Local Government Digital Funding program. This program is designed to support Councils creating innovative e-government solutions that require broadband technology and can be replicated and used by all Councils around Australia.
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Environment
The environmental agenda presents a fantastic opportunity to pilot new digital initiative to reduce the carbon footprint of the city. Pilot new business to business carbon emissions reporting Establish an online environmental dashboard of measures for local SMEs Run e-based environmental management programs for local SMEs Establish digital measuring technology on refuse collection services to measure all collections from all local premises Report each year in Councils Annual Report, Councils carbon emissions. With the introduction of the Carbon tax, council, local businesses and residents must explore new ways to reduce energy consumption and production of waste sent to landfill. In some parts of the United States of America and South Australia, local governments are working closely with energy providers and their community, using broadband technology to measure energy consumption in the home or business, controlling demand during peak periods. One of the key opportunities is to utilise video conferencing instead of physical meeting, ultimately reducing the need to travel. Smart technologies are being used with rubbish collections to measure each premises waste stream, providing ratepayers, through an online web portal, a dash board of waste and energy information so individuals, families and businesses can keep track of their waste and greenhouse gas emissions. New broadband technologies will provide the enabling tools for SMEs to understand the nature of their carbon emissions and the ways in which they can develop solutions to reduce their environmental footprint in the new carbon economy.
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Making the Digital Economy Local

The City of Charles Sturt needs to harness these opportunities presented by the Digital Economy. The Digital Economy Strategy will be a key element of the broader Economic Development Strategy for the City of Charles Sturt. The City of Charles Sturts competitive advantages include: rich business environment close to the CBD, the $ 2 billion redevelopment of Bowden Village, and other Transit Orientated Developments along the North Western Corridor including the AAMI Stadium. Charles Sturt has key industrial and warehousing precincts, an educated workforce and quality main streets including Henley Square. Four main industrial precincts have been identified in a study of industrial land by Colliers International. Council is currently investigating a Master Plan and engagement process with business in the Beverley and Findon area with the Hendon, Athol and Royal Park areas to follow. The connection of broadband to industrial and commercial precincts will enable business in Charles Sturt to compete and export goods and services internationally. However, to maximise these opportunities business will need training and advice to pursue appropriate markets. The Commonwealth, Digital Enterprises program is one such initiative that needs to be extended to local businesses. Perhaps one of the most hidden assets of Charles Sturt is on Woodville Road. Council has endorsed a Master Plan to upgrade the area and will start to engage with business. Woodville Road is bounded by the Woodville Railway station and the Queen Elizabeth Hospital (QEH). In the immediate vicinity there are over 10 major health businesses from the Hospital to the GP Plus, a mental health facility and the Basil Hetzel Institute. The QEH has just completed a Stage 2 upgrade of $125 million and is about to undertake another $125 million upgrade including a nuclear medicine facility. The Basil Hetzel Institute is undertaking state of the art research on Woodville Road. These facilities can be the basis for a major health precinct to not only service the community but to promote export and e health opportunities. Health has recently overtaken manufacturing as the major employer in SA with 103,300 jobs (ABS 2011). There are a wide variety of Allied Health facilities, jobs, services and products that can be developed through linking with the broader medical research, and business community including the Thebarton Bio Tech precinct, the Royal Adelaide Hospital and the $200 million South Australian Health and Medical Research Institute (SAHMRI). Health services, research, e health, broadband, biotech, health manufacturing and how we bring these goods and services together will shape the future of the health sector. Table 2 demonstrates that at the local level the citizens of Charles Sturt are rapidly adopting broadband. In Charles Sturt broadband usage between 2006 and 2011 (ABS) has more than doubled while those without the internet has nearly halved. However, table 3 indicates that Charles Sturt has a relatively low number of household connected to broadband (62%) compared with West Torrens (64%), Greater Adelaide (67%) and Adelaide City (75%). It also points to the value of the Digital Hub in Woodville as a community resource to provide training to residents and assist in promotion of the uses of broadband.
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Table 2. Household Internet Connections in Charles Sturt
Table 3 Charles Sturt Broadband connections compared to West Torrens Adelaide and Greater Adelaide 2011
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Implementation of the Charles Sturt Digital Economy Strategy

The Digital Economy Strategy will seek to align with State and Federal policy. In particular, the State Information Economy Strategy emphasised three interrelated elements of the economy: connectivity, capability and content. These pillars also fit well with projects identified by the City of Charles Sturt. To make the strategy local and relevant to business a clusters pillar will be added. The City of Charles Sturt Digital Economy Strategy is based on four pillars of Connectivity, Capability Content and Clusters. The Strategy will be implemented through the following policy structure: Pillars - Strategies, Projects, Role of Local Government, Time lines. The four pillars of the Digital Economy Strategy are: Connectivity - Affordable broadband infrastructure of innovation Capability - Skilled workforce and empowered businesses and communities. Learning, living and working online Content - Valuable information and applications, creating reasons to be connected. Clusters - Businesses collocate to build competitive advantage. Main streets and precincts are the hubs of growth. Council role in Digital Economy Specifically three roles have been identified for the City of Charles Sturt to undertake in this Digital Economy Strategy: Leader Council leading the community or the local government sector by example, setting directions to meet the communitys needs Advocate - Council making representations on behalf of the community Partner Council contributing funds and/or other resources towards a service or initiative that is delivered with other parties
Under the four pillars of the Digital Economy Strategy, projects have been developed, and each will be implemented by a Digital Economy Action Plan and overseen by a Digital Economy Taskforce. Twenty actions have been identified for implementation to ensure local individuals and businesses are equipped to benefit from the digital revolution.
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1 - Connectivity Pillar Digital Economy Taskforce (DET)

Objective: Council Role: Action: Timeline: Create a Digital Economy Taskforce to oversee implementation of the strategy Leader Establish Digital Economy Taskforce with terms of reference Year 1
Establishment of an internal Taskforce to support the Digital Economy Strategy delivery. We recommend that the City of Charles Sturt, Digital Economy Taskforce (DET) take ownership of the Digital Economy Strategy and implement specific actions arising from this report. The group would also proactively pursue strategic relationships for specific projects. An example would be advocacy to encourage NBN rollout throughout the City. In addition it could seek funding from the Department of Broadband, Communication and the Digital Economy (DBCDE) for additional Digital Hubs and Digital Enterprise Programs for small business and the community.
NBN Ready
Objective: Council Role: Action: Timeline: Prepare for regional NBN rollout. Advocate Lobby Federal Ministers for an early roll out of NBN Year 1
Prepare for the imminent regional rollout and commence engagement with the National Broadband Network. The Federal Governments National Digital Economy Strategy clearly identifies the need for State and Local Governments, private enterprise and NBN Co to collaborate for the NBN roll out to be a success. City of Charles Sturt will seek work within the NBN Ready framework set by NBN Co and will endeavour to ensure working practices, business plans, strategies and policy are NBN friendly and focussed on a strong, engaged, digital future for the community. Continued liaison with NBN Co is required to take full advantage of green and brown field development sites as they become community entry points for the NBN. There is a need to identify precincts of high need in terms of broadband communications and communicate these needs and solutions to NBN Co and the Federal Government. To assist Councils NBN Co has prepared a comprehensive check list outlining all the relevant information NBN Cos design team require to begin the construction planning process. Preparing this information well before the roll out will help expedite the roll-out and be a fair demonstration of Councils desire to see the NBN fan out across the City of Charles Sturt, sooner than later. The State and Local Government Data Requirements form is available from the NBN Co State representative. Council will also undertake through the planning assessment process, to make new developers and home renovators aware of the need to make new or renovated premises NBN Ready. What is expected of builders and homeowners is freely available from the NBN Co website. Council will further liaise with NBN Co when undertaking road or footpath renewal programs, or major infrastructure upgrades within the Council region to take advantage of the opportunity to make the
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Intelligent City particular scope of works, NBN ready. This proactive response may reduce costs for all concerned when the network is constructed and would avoid doubling up of works on the site.
Regional WiFi
Objective: Council Role: Action: Timeline: Develop integrated network of WiFi infrastructure Partner Develop WiFi in public places, squares and precincts Year 1-3
Seek full coverage of the City of Charles Sturt with 3 channel WiFi for police/security, community services and public access. Setting a goal to create a community networked through free regional WiFi access is a brilliant and simple infrastructure to attract new business, new residents and visitors to the region. Adelaides Digital Warriors, who virtually work out of their motor vehicles, and visiting tourists continually seek reliable WiFi access. A simple and reliable Wifi will stimulate the local economy. Encourage shopping centres and restaurant and entertainment precincts to develop WiFi and promote community and tourism apps.
Invest in the West

Objective: Council Role: Timeline: Promote Charles Sturt and the region nationally and internationally through an investment attraction website Partner Year 2
Online marketing of the region and targeting of businesses aligned with the key target sectors and regional clusters including: Digital Businesses Strategic Partners External Funding Research Facilities Adopting a Digital Economy Strategy and series of integrated action plans ensures City of Charles Sturt is at the forefront of the digital economy revolution. It is important to develop an investment attraction website. An initial calculation of key investment projects in Western Adelaide indicates that there is a total of $11 billion in major projects underway or in the pipeline over the next 10 years. Council should seek to work with other councils in western Adelaide to develop an investment attraction website. An initial calculation of key investment project in Western Adelaide indicates that there is a total of $11 billion in major projects underway or in the pipeline over the next 10 years. The website would seek to build on this initial list and attract new business to key investment site and projects in Western Adelaide. It would have an interactive map that showcases the economic strengths of the region. Through interactive visualisation of economic development, precinct clusters, major corporate and regional data, investors would be able to explore, investigate and learn about the Western Adelaide and attract investment. Funding could be sought from Invest in SA and other Western Councils.
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2 - Capability Pillar Library and Community Centre Strategy

Objective: Council Role: Action: Timeline: Digitally enhance Library and Community Centres Partner Complete Libraries and Communities Strategy. Seek funding from DBCDE for online community and library services Year 1
By digitally enhancing the service offering of Libraries, members and visitors would be able to access a broader range of services and support options, as follows: WiFi, Tablets, Computers Computer Training Facilities and computer trainers Early Learning Online Resources Online books Digital Literacy Programs Online Career Advice and Support Small Business Online Programs Video conferencing services access such as use of Skype Online Marketing and Social Media Computer Training Facilities HD VC Digital Content Available In-home Services Multilingual online resources Library App Augmented Reality Online literacy programs Migration Settlement Resources and Services New Technology Display. In some parts of the United States of America these new libraries are referred to as Cybraries. Where technology is the primary focus of service delivery, but the technology remains accessible and operated by the user in the public library. Even though some of these services could be accessed from home, people still want to congregate and meet in the local community library. Some of the technologies available in Cybraries may be unaffordable for some residents. The Cybrary becomes the community provider able to bridge the digital divide and provide a level playing field for all locals. Councils Federal Government funded Home and Community Care (HACC) program is another wonderful example of the changes and improvements digital technology will provide to our local community. With a focus on keeping aged residents in their home for as long as is practically possible, HACC staff can use videoconferencing to reduce (but not stop) face to face in-house visits and will provide Council with an online contact to significantly reduce telephone costs. Trial HACC programs are discovering this technology is being widely embraced by senior citizens and is actually enabling older residents to keep in contact more frequently with distant relatives, strengthening the bonds between grand parents, parents and children or grandchildren. The technology access at home also permits HACC participants to better manage their day-to-day affairs online, including banking and simple ordering of groceries or fruit and vegetables online, to be delivered to the home.
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Intelligent City Soon Council may also have access to technologies being developed by the CSIRO to monitor normal everyday behaviour in a home, reporting to HACC staff or family abnormal behaviour that could be a precursor to a more serious issue, requiring intervention. This ability to monitor and take preventative actions is certain to provide peace of mind and be an enabler to sole residents remaining longer at home. Online Community Consultation Services are beginning to transform the consultation and engagement processes being used by Councils. Online panels enable greater participation by residents in decision making and being informed, and allow Council to attract broader view points of the community, or targeted view points of a demographic or council precinct or ward. Videoconferencing will permit residents and business owners to participate in community forums or workshops in real time without leaving home. This empowerment opens the door to more open and accountable government and more voices being heard in debate of policy and processes and procedure, strategy and objectives and vision. Councils ordinary meetings, special meeting and committees could be streamed live to the community online and it is not unreasonable to allow residents to make deputations and attend meetings to make comment via the internet. Such technology will no doubt increase participation in the democratic process and conform with calls for more open and accountable government.
SME Digital Training

Objective: Council Role: Action: Timeline: Develop technology support and education programs for SMEs Advocate Seek access for local businesses to DBCDE Digital Enterprise programs. Undertake survey and mapping of the business sector as per stage 1 below. Year 1
Statistically we know that though our business communitys activity in the digital economy is growing, yet the pace of growth is slow and is being eclipsed by all other OECD countries and developing nations such as China and India. No funding has been provided from the Department of Broadband, Communication and the Digital Economy (DBCDE) through the Digital Enterprise Programs for small business and medium enterprise (SME) training in Charles Sturt. Advice and support for small business and industry is essential for business survival and growth. Several neighbouring Councils have received funding in 2012. It is essential that businesses in Charles Sturt have access to these services and funds if they are to compete in the Digital Economy. It is understood that adjacent Councils may allow access to these programs. A key role of Councils economic unit is to provide the tools, means and opportunities to educate and embed high bandwidth and digital economy learning programs, opportunities, models and technologies into local Small to Medium Enterprises(SMEs), Small Office Home Office (SOHOs) and Not-For-Profits (NFPs) daily practices. High definition video and video conferencing (rich media) as well as cloud solutions should be actively utilised in all processes to demonstrate high bandwidth applications for business.
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Stage 1 - Mapping and Engagement Initially Council will build a data bases of all service sector businesses that can benefit from Digital Economy training. These will be engaged through the Australian Business Register, surveyed and mapped. Business Support Services in the City and adjacent Council areas will be identified and information provided to local business subject to funding. Stage 2 Clustering and Enrolment The identified businesses could be channelled into targeted solutions depending on their digital profile. At a basic level, businesses should be divided into retail, services and Not for Profit organisations, as training would be tailored to specific needs. The following practical elements are designed to be fully integrated and scalable to ensure effective impact across the Council region. Stage 3 Education and Transformation A suite of carefully structured and integrated tools and processes should be delivered to ensure the practical engagement and fundamental transformation of the local businesses into the high bandwidth world of the NBN enabled digital economy. Tools and Processes: One Day Engagement Workshops (physical) Online Learning Modules (practical step by step examples) Actively Supported Forums Expert Webinars Successful Case Studies Specialist Coaching Groups Web Mentoring Alumni Networking Events
Stage 4 Outcome Capture and Dissemination A framework of digital economy metrics should be established and should be actively maintained to ensure effective ongoing impact and transformation.
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Digital Literacy Program

Objective: Council Role: Action: Timeline: Work with State Government to provide business and digital literacy programs Advocate Run programs through existing Digital Hub Year 2
Deliver the DFEEST and Federal Government program through libraries, community centres and online. The provision of digital literacy training programs is essential to bridge any digital divide within the local community. There is a need to set a goal to create confident e-citizens who are digitally literate and connected to affordable Internet access, so they can fully engage with and benefit from the digital economy. Both the Federal and State Government have developed tools to raise digital literacy standards in our local community. A full audit of Australian digital media literacy programs was conducted in 2009 by the Federal Government. The State Governments app, ForwardIT, is available from Apple's App Store, listed under educational resources. The site opens up the web to new users to help them build confidence in using tools such as online shopping and banking, social media, browsing and email. Developed by the South Australian Government, ForwardIT has been acknowledged nationally as a leading digital literacy resource designed with the novice user in mind. ForwardIT is ideally suited for use in libraries and community centres and by foundation skills providers. A facilitator's guide has been developed to assist those seeking to support learners. Employers can use the site to fill gaps in the levels of digital literacy among their workforce. The site is continuously evolving to align with technology developments, and will soon include information specifically for small business.
Broadband Career Centre

Objective: Council Role: Action: Timeline: Support local community to upskill and secure jobs in emerging sectors Advocate Make a Digital Hub available for workforce and industry training. Year 1-3
Support local residents and businesses to up-skill and secure jobs in emerging sectors Career and eLearning pathways into emerging digital industries Align regional education pathways with emerging digital industries The current Digital Hub is a model for a dedicated Career Centre focussed on job opportunities in the Digital Economy. This centre will require a close collaboration with local businesses, schools, TAFEs and universities and organisations such as Western Futures. It would seek to provide training in careers of the future related to NBN and the Digital Economy. It would act as a one stop shop for employers and employees to understand each others needs and draw on a local pool of resources and networks prepared to assist with meeting the needs of both employer and employee.
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Broadband Demonstration Home

Objective: Council Role: Action: Timeline: Create a local demonstration home to showcase future broadband applications for residents Advocate Work with property developers including Renewal SA Year 1-3
Development of a local demonstration home to showcase the future broadband applications for residents. Council will work with local ICT contractors, suppliers and traders to establish a state-of-the-art demonstration home to provide an interactive space for residents, businesses, not-for-profits and school children. A space where locals can touch and play - interact with the very latest technologies that require broadband connections. This will be a unique space that will showcase and demonstrate in a practical hands-on environment, the benefits of broadband. This demonstration home could be effectively be built by, updated and managed by local businesses seeking to promote their services and expertise, ahead of the NBN roll out. This Hub will provide a contact point for those seeking to connect to broadband now, and a reference point for those seeking to understand the value and application of the NBN.
Expansion of Digital Hub

Objective: Council Role: Action: Timeline: Expand the Digital Hub to other Council Library sites Advocate Seek funding from DBCDE for expansion of the model Year 1-3
The Charles Sturt community Hub at Woodville is a community based computer training and access point, located within the Woodville Library. There is a strong focus on digital literacy, health education, business, tele-networking and home entertainment. The Digital hub was funded by The Department of Broadband Communications and Digital Economy (DBCDE), to demonstrate benefits of the NBN. The service has been well patronised by the local community. Funding for the service from DBCDE is for two years. The challenge for Council will be to expand the service beyond the two years of funding and to other library sites.
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3 - Content Pillar e-Vents and Entertainment

Objective: Council Role: Timeline: Initiate, and seek funding for annual program of digital economy events at the Entertainment Centre and surrounds Advocate Year 3
Annual program of major digital economy events at the Entertainment Centre and surrounds. Gamers Olympiad Digital Arts Festival There is little doubt that residential online entertainment will drive connections to the NBN. The morphing of smart televisions (TV) and computers will revolutionise TV as we know it, with choice of what you watch available from anywhere in the world, and the very real new world of interactive television where viewers will interact with programs in real time. Online, interactive and digital art exhibitions are becoming increasingly popular. These events could be held in halls, Town Halls or public places and squares. With the explosion of gamers, new generations are already watching and playing more online games than watching television. The morphing of the two will provide unprecedented opportunities for the digital television industry. On a larger scale is the potential of digital entertainment (including games) in venues such as the Adelaide Entertainment Centre (AEC) that could well be Adelaides first precinct for Gamers. Competitions of international status, targeting Asia could be conducted at the AEC, spurring the creation of a unique gamers precinct that would attract participation from around the world, including hi-tech gaming specialists who seek to network and work in collaboration in real time online and offline.
Connected Classrooms
Objective: Council Role: Timeline: Develop Digital Classrooms Advocate Year 2
Facilitate the establishment of e-learning facilities in regional schools Support the transition of local Registered Training Organisations (RTOs) to adopt online practices Foster a culture of e-learning into local enterprise and homes
The Federal Governments Digital Education Revolution, including a laptop for every child, has been a huge boost to raising IT literacy in our region, but we have a long road ahead of us to ensure our children leave their schooling years equipped with the skills and knowledge to play an active role in the 21st Century workplace. Our primary and secondary schools must offer high quality technology rich online classes for students. A mix of face to face, online and virtual classroom opportunities have proved in the United States to enhance the education experience and raise the overall level of student learning outcomes. The testing of learning in the classroom could be available online for access by parents.
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Intelligent City The parents only portal will provide a dashboard of measures allowing parents to monitor the progress of the student and the quality of education being provided by the schools. Video-conferencing will allow teachers and parents to communicate directly and transform the parentteacher evenings. The hybrid online and face to face learning will also allow adults to re-enter secondary education and lift their educational achievement, without the need to overcome the conflict of age. This educational door opening to our local adult resident is an important opportunity for a demographic that has a relatively low academic base. Council will work closely with the Federal and State Governments to ensure our local education providers have the technology and teacher skills to deliver online lessons and the associated support programs that include; online mentoring to ensure students do not fall behind, programs involving sport and fine art, 24/7 access to tutorials and lessons, accelerated learning opportunities, technology specialists courses at secondary level that link to universities. The move to e-education opens our schools to a global marketplace of students and parents seeking specialist education opportunities and the reduced campus contact hours provide far more flexibility for parents and in particular parents who work outside the Council region. Online education changes our thinking regards school zoning and will revolutionise how our schools physically look and operate. Technology will allow our schools to offer specialists subjects that we intend to have direct links to our new employment precincts, especially around bio-technology and health services. City of Charles Sturt will aim through this digital strategy to establish a partnership with Federal and State Governments, and the private sector to run an annual Science and Technology Student Conference that will focus on the needs of our local medical, health, telecommunications and defence industries. The conference will aim to stress the importance of studying maths and science in a fun, hi-tech and scifi rich program that will bring together teachers, students, educational administrators, local business leaders and local hi-tech companies.
Council Services Online

Objective: Council Role: Action: Timeline: Optimise Councils online capability and provide services to the community online Partner Identify priorities and actions for service provision online Year 1-3
Development and delivery of leading online community services through innovative libraries and community hubs Cloud services WiFi buildings Mobile workforce ipads and smartphones Mobile App CRM Database eLearning Social Media Policy Online Marketing Internal Collaboration Platform
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Intelligent City HD Video Conference facilities 3D models of commercial precincts Teleworking policy Home Based Business proactive policy Website upgrade Online Community services delivery Digital CCTV coverage.
The role of Councils will not change. However, how Councils provide and deliver community services is certainly changing at a pace local governments sometimes struggle to keep pace with. This is strikingly visible in our public libraries. The library remains a place of learning, reading, reference, research and socialisation. But in the 21st century this role has transcend the book as the reference or learning or reading tool. In place of the book is the computer, the e-book or Kindle, the I-pad or even the mobile phone. With the introduction in South Australia of a one library card system for all public libraries, you can borrow books and return books from and to any public library. What will now distinguish one library from another is the value added community services and activities and people (staff and volunteers).
Collaboration with other Councils

Objective: Council Role: Action: Timeline: Shared Services delivery for cost savings Partner Investigate options for shared services with other Councils Year 1
Council could collaborate with other Councils to see what services could be jointly managed or provided with other councils. This could create value for City of Charles Sturt, residents and business. There are many opportunities for City of Charles Sturt to embrace Gov 2.0 initiatives. There is potential to rethink the modus operandi of local government and add value to the delivery of services to ratepayers.
Mobile Content and Services

Objective: Council Role: Action: Timeline: Develop online application of Council Services Partner Develop app for Council services centred on a persons street and local area Year 1-2
It is proposed to develop a smartphone app to expand the way residents and ratepayers interact with Council. It is based on Randwick City Councils myRANDWICK and will provide a customised experience for local residents based on where they live. It could be downloaded from a commercial store or through the Council website. Once downloaded to a smartphone, iphone, ipod touch, and ipad it could provide access to Council services and information. It is proposed that the customer enter their address to get personalised information about upcoming events, waste collection reminders, and Development Applications (DAs), as examples. Services that could be offered via the application could include: Report pot holes or compliance issues Track, and comment on, new DAs Receive email / reminders for your next rubbish, recycling Find out about ewaste
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Intelligent City Access daily beach condition reports and photos Be informed of local news and events in your suburb View interactive maps of your suburb showing parks, pools, libraries and community facilities Find contact details for Council, your Ward Councillors and your local area
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4 - Clusters Pillar Regional eHealth Cluster

Objective: Council Role: Action: Timeline: Collaborate with eHealth Cluster to deliver a strategic export oriented eHealth project Partner Develop a project scope with the local Health Sector with a focus on Woodville Health Precinct Year 1
Integrated regional eHealth sector strategy Attract key health training organisation to the City through supporting a Multidisciplinary Health Workforce Training Facility Encourage online training and advice Identify local health services that can be exported Pilot new online health services in the region Map and engage all health service providers Showcase and disseminate digital economy technologies Seek support for digital services for GPs in the region Support new or expanding eHealth service providers Market and attract new eHealth investment into the region The opportunity exists to create a significant health precinct around and together with the Queen Elizabeth Hospital with a focus on the provision of e-health services that can become a virtual export for the City. Thanks to high speed broadband, medical professionals now have the opportunity to provide their knowledge and expertise to a global marketplace, without having to leave the City of Charles Sturt. Surgeons can over see procedures in USA from QEH, specialists can analyse x-rays or medical data from their practice and provide advice and support to virtually anywhere in the world. The Federal Government is currently providing considerable support for the development of e-health services that utilise 21st Century technologies that are designed to be used in conjunction with high capacity broadband. The new Personally Controlled Electronic Health Record (PCEHR) system is a key driver of the Australian Government's national health reform agenda, designed to provide better health services and outcomes for all Australians. Major investments are being made to fund improvements in hospitals, primary care and the aged care sector. Together with telehealth and the National Broadband Network, the PCEHR system will improve accessibility to health services and patient information significantly enhancing health outcomes, reducing risks, errors and costs of healthcare. The PCEHR system will enable better access to important health information held in dispersed records across Australia. For the first time all Australians who choose to participate will be able to see their important health information when and where they need it, and they will be able to share this information with trusted healthcare providers. Consumers were able to register for their PCEHR from 1 July 2012. The full benefits of the PCEHR system will be realised by consumers, their healthcare providers and the Australian community more broadly over the next 10 years. Once the national elements of the system
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Intelligent City are in place its value will grow steadily as more Australians choose to join and healthcare providers connect to the system, supported by innovative solutions provided by health industry suppliers. The PCEHR will encourage more at home health care and will be of enormous benefit to healthcare providers who can utilise the telehealth technology to make accurate and timely clinical decisions in the field, surgery, consulting room or hospital. Telehealth will reduce the need for patients to visit surgeries and hospitals or specialists offices. It has the potential to reduce pressure on our public hospitals and local surgeries and improve the delivery of health services with our community. City of Charles Sturt is ahead of the game in this area with both the framework of a healthcare precinct in place and some health service providers already very active in telehealth programming. We must play a supportive role in ensuring that this sector of community grows and is nurtured.
The Digital Triangle

Objective: Link Commercial, Transit Oriented Developments, Industrial, Bio Tech, Entertainment and Health Precinct and Data Centres under a Digital Triangle and Innovation concept. Partner Investigate planning policy and infrastructure to virtually and digitally linked existing precincts and develop appropriate marketing materials Year 1
Council Role: Action: Timeline:
The City of Charles Sturt has several industrial and commercial precincts that can be digitally enabled for businesses to sell products and services interstate and overseas. The Beverly Industrial precinct is currently the subject of a Master Plan and a revitalisation program, which will include a Development Plan Amendment. The application of broadband through NBN would increase the opportunities to attract new high tech businesses. This integrated approach to precinct redevelopment can be applied to other industrial areas. The mapping and then optimisation of very high bandwidth fibre will assist in attracting large corporate entities in to the Digital Triangle including potential data centres. The digital Triangle concept will link precincts and clusters from Channel 7 and Bowden Village, HostWorks at Kidman Park to TQEH and Woodville Road, and include the following elements: Online Entertainment eLearning eHealth eCommerce Digital Business Digital Economy Research Data Centres. Health, bio-science, defence and Information and Communications Technology (ICT) are our growth industry sectors and we have the framework in place, the precincts and basic infrastructure such as high voltage power connections and existing optical fibre within our City to take full advantage of these 21st century industries that are redefining our local industry sectors, employment base and demographic. We know from experience overseas that knowledge workers, creative workers, specialists and professionals, hi-tech industry workers, like to live near where they work, in safe, secure, connected communities. If council commits to the ongoing redevelopment of our amenity and we plan to grow our employment and industry precinct, this will provide employment opportunities for locals and will at the same time attract employees to live in our City.
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City of Charles Sturt also has a unique opportunity to develop a Digital Triangle concept based on connecting existing commercial and industrial precincts through the NBN and encouraging innovation. It will not infringe on surrounding residential suburbs, and in places like Bowden Village, it will be an integral part of the development. At the heart of the Digital Triangle there is the opportunity for a new, emerging and fast growing industry Data Centres. With the move to cloud computing Governments and the private sector from around the world are looking for development sites to invest and to build Data Centres. These sites must have access to secure and reliable power and optical fibre. The regions must be politically and geographically stable. And the local employment marketplace must be able to supply innovative and smart workers. Potentially Australia will be one of three or four countries that host powerful interconnected global Data Centres. Charles Sturt seeks to be one of Australias major Data Centre sites.
Virtual Main Streets

Objective: Council Role: Timeline: Increase tourism and visitation to main streets and restaurant precincts Partner Year 3
The development of a scoping study for key main streets to identify programs for tourism or the retail sector in areas such as Henley Square or Woodville Road should be undertaken. It could also develop an integrated Digital Village Network covering all of Charles Sturt Council including Bowden Urban Village, AAMI and Woodville (TODs) to include the following elements; Library/Cyberlibrary Community Centre Education Facilities Virtual University Intelligent City Campus WiFi 3 Channels police/security, community services, general public (KPMG) Mainstreet model Home Based Business/Teleworkers / SME services facilities In-home services health, education, entertainment, community, government Intelligent Traffic Systems Resource Management/Smart Grids Online shop front and marketing initiative for local businesses The role of main streets are radically transforming from a dominance of retail outlets to more local meeting places, populated by food and beverage services, such as restaurants, cafes, desert bars and bakeries, 24/7 minimarts, community services such as a satellite libraries and small specialist businesses. The retail that will survive is more in the form of boutique houses offering unique local products or services. They will be big users of social media and the internet to market, promote and sell their brand and services or products. These mainstreets are once again the centre of the local village and become known as the third place. That is you have your home, your work, and that third place that is special to the individual. A unique cafe or shop you feel comfortable in visiting to socialise, enjoy a coffee/tea or read your e-book that is running off a localised free wireless service provide by Council. The individual in these new mainstreets is no longer anonymous or lost in their hand-held communication device. These are centres of local communities where everyone gets to know everyone else. Caf owners know you by name, and yet you are still connected to the world by the internet.
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Indeed the internet in these spaces will be all-persuasive, you can place your order for breakfast or lunch via an app on your phone, so it is ready when you arrive and the cost is automatically debited to your bank account. You may even place your order via the app whilst you are in the shop, quoting your table number. You will shop online whilst enjoying your favourite drink or meal, you can check your emails, or make that face to face call to a friend or family, over your mobile device. The boutique shops and businesses will have access to broadband over optical fibre, and ubiquitous wireless. They will see their target market beyond the four walls of the shop or business, in touch with a global marketplace. But at the same time they offer to locals a unique, personal service that goes beyond expectations. Mainstreet businesses will still identify with the local mainstreet brand, they will still sponsor the local football or netball club, but they will have a global presence and they will be linked even locally via the world-wide-web. Council will need to work closely with traders to develop a collaborative online presence for each mainstreet precinct and within reason, support those SMEs that that struggle to adapt and participate. City of Charles Sturts role is ensure its planning processes support mainstreets of the 21st century, with a plan for more local villages of higher density and less motor vehicles. Mainstreets will be designed for residents to walk, or ride their bikes. Council will provide the infrastructure through partnerships with the Federal and State Governments, and work to create private public partnerships to fund the initiatives, to create vibrant, people places, supported by enabling technology that creates the third place.
Commuting Hub
Objective: Council Role: Action: Timeline: Develop Bowden Village Commuting Hub/Digital Incubator and ensure jobs are created in TODS Partner Seek funding to develop Commuting Hub/Digital Incubator Year 1
In the Bowden Village there is an opportunity to encourage and attract creative and entrepreneurial people to congregate and commute in a precinct that has access to high-speed broadband and rail. The purpose of a designed precinct is to share and expand knowledge, encourage ideas and commercialisation. Australian examples, of varying success, include the Digital Harbour in Melbournes Docklands, the QUT Creative Industries Precinct. In Melbourne a Commuting Hub has been developed, where people drop in to work and collaborate. To ensure the Bowden Village Transit Orientated Development (TOD) had a central meeting place for students and business people a commuting hub could be developed in collaboration with the Renewal SA.
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Data Centres
Objective: Council Role: Timeline: Undertake Data Centre Feasibility Study Advocate Year 2
Data Centres are key enablers of the Digital Economy. Data Centres store data for local companies including local government and require secure sites with reliable electricity supplies. While some data is being stored in the cloud it ultimately needs a data centre for secure storage. There is an opportunity for Adelaide to attract part of this market especially as companies like Google are looking for environmentally sustainable electricity, which SA can prove through wind power. In 2012, with more new information is being created globally than in the entire history of mankind, the demand for data centres, situated in regions that are geographically, politically and socially secure and with access to clean energy, will increase. Charles Sturt should undertake investigations into the suitability of key industrial and commercial precincts to become a site for one or several Data Centres.
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Stakeholder Consultation
Key internal and external stakeholders were consulted during the formation of this strategy document. A number of one on one meetings were conducted as well as two group workshops, and an ongoing internal Digital Economy Committee with member of three Councillors was formed to oversee the process. A workshop on the 4th of December 2012 with the draft Digital Economy Strategy. It was attended by 15 people including government and industry stakeholders. They provided input into the draft strategy. The participants are listed in table 4 below.
Table 4. Workshop Participants on 4/12/12 on draft Digital Economy Strategy Name Susan Devine Marty Gauvin Chris Hannaford Steve Harrison Kathryn Hudson Henry Inat Joanne Murray David Penfold Jodie Rugless Andrew Rasch Andre Stuyt Peter Triantafilou Peter Williams Andrew Worrall Kym Wundersitz Organisation Inner West BEC Tier 5 City of Charles Sturt City of Prospect Basil Hetzel Institute City of Charles Sturt DFEEST Web Mastermind City of Charles Sturt DFEEST Renewal SA DFEEST DFEEST Western Futures City of Charles Sturt
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References
OECDs Communiqu for Internet Policy Making
http://www.oecd.org/dataoecd/40/21/48289796.pdf
Australias Digital Economy: Future Directions

http://www.dbcde.gov.au/__data/assets/pdf_file/0006/117681/DIGITAL_ECONOMY_FUTURE_DIRECTIO NS_FINAL_REPORT.pdf South Australia's Information Economy Agenda http://www.dfeest.sa.gov.au/Portals/1/Documents/digital/Info_Economy_Agenda_2009.pdf Deloitte Consulting Digital Economy Profile 2011 http://www.deloitte.com/au/connectedcontinent Seoul Declaration for the Future of the Internet Economy http://www.oecd.org/dataoecd/49/28/40839436.pdf Professor Richard (Dick) Blandys Economic Profile Quantitative Assessment of the Economy of Charles Sturt and Economic Models of Engagement and Delivery http://www.charlessturt.sa.gov.au/webdata/resources/files/Economy_of_Charles_Sturt__Richard_Blandy.pdf NBN Co three year roll out plan http://www.nbnco.com.au/rollout/rollout-map.html The Australian Feeral Governments Digital Education Revolution (DER) http://www.deewr.gov.au/Schooling/DigitalEducationRevolution/Pages/default.aspx Barry Quirk (From Managing Change to Leading Transformation) quoted in Evolution of local government e-services: the applicability of e-business maturity models (2004) http://130.203.133.150/viewdoc/summary;jsessionid=9C8B46B41D34A9B57F4BE3764519E7B2?doi=10. 1.1.99.9750 Australian Federal Government Personally Controlled Electronic Health Record (PCEHR) system http://www.ehealthinfo.gov.au/personally-controlled-electronic-health-records The USA Digital Literacy portal is an initiative of the Obama Administration to serve as a valuable resource to practitioners who are delivering digital literacy training and services in their communities. http://www.digitalliteracy.gov/about Federal Government Audit of Australian digital media literacy programs 2009 http://www.acma.gov.au/webwr/_assets/main/lib310665/audit_of_aust_digital_media_literacy_program s.doc NBN Co has established an interactive searchable map on its website detailing the rollout, available at: www.nbnco.com.au/rollout/rollout-map.html
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Leading Digital Communities

Sunderland, Tyne & Wear, United Kingdom http://www.sunderland.gov.uk/index.aspx?articleid=2601 Austin, Texas, USA http://www.austintexas.gov/department/city-council/council-meetings Riverside, California USA http://www.riversideca.gov/ Chattanooga, Tennessee USA http://www.chattanooga.gov/ Ipswich, Queensland http://www.ipswich.qld.gov.au/ Quebec City, Quebec http://www.ville.quebec.qc.ca/ Stratford, Ontario http://www.city.stratford.on.ca/ Eindhoven, Netherlands http://www.eindhoven.nl/digitaalloket-21.htm Whittlesea, Victoria http://www.whittlesea.vic.gov.au/ Prospect, South Australia http://www.prospect.sa.gov.au Singapore http://www.gov.sg/government/web/content/govsg/classic/home
For more information on the Top 21 Smart Cities in the world go to https://www.intelligentcommunity.org/index.php?src=gendocs&ref=Community_Alpha&categor y=Alumni&link=Community_Alpha
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Oceania Internet Usage
Internet Usage and Population Statistics for Oceania

OCEANIA Population (2011 Est.) 67,242 1,169 21,766,711 1,648 1,402 596 11,124 0883,125 294,935 183,286 100,743 67,182 106,836 9,322 256,275 4,290,347 1,311 2,169 46,050 20,956 6,187,591 48 193,161 3,902 571,890 -1,384 105,916 10,544 224,564 15,398 % Pop. Oceania 0.2 % 0.0 % 61.4 % 0.0 % 0.0 % 0.0 % 0.0 % 02.7 % 0.8 % 0.5 % 0.3 % 0.2 % 0.3 % 0.0 % 0.7 % 12.1 % 0.0 % 0.0 % 0.1 % 0.1 % 17.1 % 0.0 % 0.5 % 0.0 % 1.6 % 0.0 % 0.0 % 0.3 % 0.0 % 0.6 % 0.0 % Internet Usage, 31-Dec-11 3,040 -19,554,832 -464 -6,000 162,880 132,674 90,000 8,959 6,540 22,213 340 87,420 3,625,553 1,100 700 15,980 5,980 125,000 -12,816 -26,907 -800 12,487 4,300 19,172 1,300 % Population (Penetration) 4.5 % -89.8 % -33.1 % -53.9 % 18.4 % 45.0 % 49.1 % 8.9 % 9.7 % 20.8 % 3.6 % 34.1 % 84.5 % 83.9 % 32.3 % 34.7 % 28.5 % 2.0 % -6.6 % -4.7 % -57.8% 11.8 % 40.8 % 8.5 % 8.4 % User Growth (20002011) n/a -196.3 % -0.0 % -n/a 2,071.7 % 1,558.4 % 1,700.0 % 795.9 % 1,208.0 % 1,010.7 % 0.0 % 264.3 % 336.8 % 144.4 % 0.0 % 0.0 % 0.0 % 0%% -2,463.2 % -1,245.4 % -1,112.1 % 1,148.7 % 0.0 % 539.1 % 0.0 % % Users Region 0.0 % 0.0 % 81.7 % 0.0 % 0.0 % 0.0 % 0.0 % 0.7 % 0.6 % 0.4 % 0.0 % 0.0 % 0.1 % 0.0 % 0.4 % 15.2 % 0.0 % 0.0 % 0.1 % 0.0 % 0.6 % 0.0 % 0.1 % 0.0 % 0.1 % 0.0 % 0.0 % 0.1 % 0.0 % 0.1 % 0.0 % 46
American Samoa Antarctica Australia Australia, Ext. Ter. Christmas Island Cocos (Keeling) Is. Cook Islands Fiji French Polynesia Guam Kiribati Marshall Islands Micronesia Nauru New Caledonia New Zealand Niue Norfolk Island Northern Marianas Palau Papau New Guinea Pitcairn Islands Samoa Smaller Territories (4) Solomon Islands Terres Australes Tokelau Tonga Tuvalu Vanuatu Wallis & Futuna
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TOTAL OCEANIA 35,426,995 100.0 % 23,927,457 67.5 % 214.0 % 100.0 %
NOTES: (1) The Oceania Statistics were updated for December 31, 2011. (2) CLICK on each country name for detailed individual country and regional statistics. (3) The demographic (population) numbers are based on data contained at the US Census Bureau. (4) The Smaller Terr. include those of Chile, Norway, UK and US. (5) The most recent usage information comes mainly from the data published by Nielsen, ITU, GfK, Facebook and other reliable research sources. (6) Data may be cited, giving due credit and establishing an active link back to Internetworldstats.com. (7) For definitions and help, see the site surfing guide. Copyright 2012, Miniwatts Marketing Group. All rights reserved worldwide.
AUSTRALIA AU - 21,766,711 population (2011) - Country Area: 7,682,557 sq km Capital City: Canberra - GNI p.c.US$ 26,900 (2004), per World Bank 19,554,832 users as of Dec.31, 2011, 89.8% penetration, per IWS 10,721,020 Facebook users on Dec 31/11, 49.3% penetration rate.
See Internetworldstats.com for more information
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National Broadband Network - Local Government Planning Introduction

The National Broadband Network (NBN) is a key priority for the Commonwealth Government. NBN Co Limited (NBN Co), the company set up to build and operate the wholesale network, is planning to facilitate the rollout of the network through positive engagement with local communities. To assist in creating a platform for the delivery of high speed broadband to families and businesses, particularly where fibre deployments are planned in rural and regional Australia, NBN Co is seeking assistance from local governments to expedite the rollout whilst protecting amenities. The Telecommunications Act 1997 and the related Telecommunications (Low-impact Facilities) Determination 1997 (LIFD 1997) establishes a broad framework for the installation, operation and maintenance of certain low impact telecommunication facilities. The legislation includes a number of powers and immunities that make a range of telecommunication facilities exempt from some local planning controls and other laws. One of the key requirements for these exemptions is that the facilities must not be located in an area of environmental significance. To fall within the exemptions, some facilities are subject to certain design and other specifications and some notification processes also need to be followed. Not all of the facilities that NBN Co will be installing are currently low impact facilities under LIFD 1997. NBN Co is also seeking the assistance of state and territory governments and local councils to facilitate the rollout in the context of Federal, state or local government requirements. City of Charles Sturt key NBN Co Contact is: Christopher Gregory Community Account Manager SA / WA P +61 8 8193 3608 | M +61 (0) 400 697 928 | E chrisgregory@nbnco.com.au Community Infoline: 1800 881 816 Level 2, 31 - 33 Richmond Road, Keswick SA 5035
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Charles Sturt Digital Economy Strategy

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2020 Vision National Digital Economy Strategy

National Broadband Network Rollout 2020

Deloitte Consulting Digital Economy Profile 2011

International Context Organisation for Economic Cooperation and Development (OECD)

WORLD INTERNET USAGE AND POPULATION STATISTICS December 31, 2011

13.5 % 2,988.4 % 26.2 % 61.3 % 789.6 % 376.4 %

35.6 % 2,244.8 % 78.6 % 152.6 %

39.5 % 1,205.1 % 67.5 % 32.7 % 214.0 % 528.1 %

View Graphs or Click a region to view more detailed information.

Asia Australia Europe North America

466 179 311 260

Charles Sturt Vision in 2030

Making the Digital Economy Local

Table 2. Household Internet Connections in Charles Sturt

Implementation of the Charles Sturt Digital Economy Strategy

1 - Connectivity Pillar Digital Economy Taskforce (DET)

Invest in the West

2 - Capability Pillar Library and Community Centre Strategy

SME Digital Training

Digital Literacy Program

Broadband Career Centre

Broadband Demonstration Home

Expansion of Digital Hub

3 - Content Pillar e-Vents and Entertainment

Council Services Online

Collaboration with other Councils

Mobile Content and Services

4 - Clusters Pillar Regional eHealth Cluster

The Digital Triangle

Council Role: Action: Timeline:

Virtual Main Streets

Australias Digital Economy: Future Directions

Leading Digital Communities

Oceania Internet Usage

Internet Usage and Population Statistics for Oceania

See Internetworldstats.com for more information

National Broadband Network - Local Government Planning Introduction

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