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INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
INCA Industry Day - Adrian Wooster Presentation
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INCA Industry Day - Adrian Wooster Presentation

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  • RCBF supported projects are strategic NOT tactical
  • Some of this material is contradictory and there are gaps in publicly available informationThe material will be collated into a single source, with clear attribution to the authorsGaps will either be highlighted, requested from partners, commissioned or delivered by BDUK
  • Community investmentBroad view – could be true sweat equity as well as cashCommunity AmbitionThe desire of a community to be an active stakeholder in the projectAll approaches are considered equal IFThey deliver the outcome requiredPass value for money criteriaHave a community mandate
  • Model in test in Cumbria
  • Community strategic involvementIntroducing a social impact – inclusionTraditional social enterprise models may not be appropriate when large proportion of the investment is externalIt will also need to be perceived as a professional investment opportunity, whether its seeking high-network-individuals within the community or external investors. Longer term options are numerous – refinance by the European Investment Bank or a trade sale, for exampleThere is on reason why the partner couldn’t be the LA partner
  • There is no reason why the concession couldn’t be taken by the LA partner – a community NYnet.Being built and run by specialists, possibly as part of a group of concessions, exit strategies are numerous including trade sale to the concession owner or to a third party network operator.
  • The community will need to demonstrate they understand what this entails, and that they are in a position to take long-term strategic decisionsSecuring service providers will be very challenging for networks smaller then Digital Region!Proving sufficient quality to provide confidence to the health service for tele-health, for example, will be very hardExit strategies are challenging – trade sale will require substantial due diligence for what may be perceived as a small increase in customer-base.These decisions will affect community members for possible another generation – 20 years!
  • Transcript

    1. Rural Community Broadband INCA Event 28th February 2012
    2. Background • Government objective: “best superfast broadband in Europe by 2015” • Market expected to deliver to around 70% of country but not “final third” • Broadband Strategy launched with £530m Government funding to deliver: – Superfast broadband to around 90% of the population – A 2 Mbps universal service commitment to everyone
    3. What is the RCBF? • Rural Community Broadband Fund – £20M joint DEFRA and BDUK fund – Support communities in the final 10% wanting more than “basic broadband”
    4. RCBF & Local Broadband Plans • RCBF extends the scope of community engagement Community • Proposals should be endorsed by – A majority of the RCBF premises in the target area – A local accountable body (e.g. Parish Council) – The Local Authority
    5. Who Can Apply? Community Enterprises • E.g. Cooperatives, Companies Limited by Guarantee or Community Interest Companies Charities Local Authorities • On behalf of communities • Includes Parish Councils Other Local Partnerships • Beneficiaries, not individual Communications Provider businesses • E.g. Groups of local private businesses
    6. RCBF is “superfast” only! Taking superfast broadband further & deeper • Extending Local Broadband Plans • Delivering national infrastructure • It is not to support temporary solutions Superfast means at least 24 to 30 Mbps • The fund is technology neutral • Projects may choose any combination of “NGA” technologies • Individual satellite services are excluded • Compliance with industry standards is required
    7. Where & How much? • Support sustainable • Funding will need to be business plans in the at least matched by hardest areas private investment • There is a limit of £300 per premise connected
    8. Where’s the match funding? Those who will receive the service Community share offers and other forms of committing to pay a community investment connection charge Those committing to An openly procured receive the service Network Operator Private family trusts for a minimum committing funds to period at a set cost the project Etc, etc. (this isn’t exhaustive!)
    9. The toolkit • Will become a living web-based resource • Pointers to existing guidance & material – INCA Beyond Broadband bit.ly/ulnx4d – FttH Council Business Guide bit.ly/uHO1iB – Erisa Broadband Portal bit.ly/uENpgc – Rural Broadband Partnership bit.ly/vrIdOu
    10. FROM CAMPAIGN TO SOLUTION
    11. High-level Process GO! Full Submission Detailed Engineering to RCBF EoI to High-level Engineering RCBF Decision Point! Business Planning Demographic Analysis Establish
    12. Keys to success • A solid business plan • Only 1 is technical • A reliable network • Only 3 or 4 are a forte • A basic set of services of traditional operators • Customer care • 4 relate to your • A local set of services community! • Communication • An “us feeling” * Kees Rover’s 7-pillars
    13. Who buys when This is where This is where services speed sells and engagement sellInnovators Early Adopters Early Majority Late Majority Laggards 2.5% 13.5% 34% 34% 16% Diffusion of ideas
    14. Capacity & Capability Community DIY Enterprise Community Investment Capacity Concession Partnership Using LA Partners Build & Benefit Demand Aggregation Community Capability Do Nothing
    15. #1 Demand Aggregation • The community decides it wishes to have more than Upside Downside the minimum • The community works to No additional No control – Improve quality of the cost to over the solution from a minimum community solution in-fill solution to an NGA based solution May achieve May not – Confirm actionable NGA achieve NGA verifiable demand in support of the case for more investment With LA Partners
    16. #2 Build & Benefit • Community is willing to help deliver NGA Upside Downside – E.g. civil engineering, way-leaves or additional funding No additional risk Limited say in the solution • Community happy that RoI is gained from Significant sweat equity or cash benefitting from an Will deliver NGA with no commercial return improved service • Open Access & ISPs delivered by LA partner With LA Partners
    17. #3 Partnership • The community want to raise some of the risk Upside Downside capital & expect an investment return • Partners are needed to – Provide additional investment – Build & operate the network • Open Access & ISPs delivered by partners • Investment and Exit plans need to be considered Community Organisation
    18. #4 Concession • The community are able to raise all the risk finance • They have no ambition to be a Upside Downside network operator • A concession is offered by the community to design, build and operate their network • The community must steer strategic decisions • Open Access &ISPs delivered by the concession partner • Investment and Exit plans need to be considered Community Organisation
    19. #5 DIY • The community are able to raise all of the finance Upside Downside • They have a strong desire to be the network operator • The community design, build & operate their own network • Open Access & Service Providers delivered by the community • Investment and Exit plans need to be considered Community Organisation
    20. How do I apply? Rounds EOI will require you to • Round 1 – closed 31st demonstrate that: January 2012 • Your are likely to be If successful, you will Submit an Expression • Round 2 – to be within the final 10% be invited to prepare of Interest to your announced, planned to • There is sufficient local a Full Application local RDPE Lead open May 2012 need & demand within an agreed • There is the capacity to timescale deliver reasonable value for money
    21. Thank you! Adrian Wooster adrian@wooster.org.uk 07788 167776

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