yawurufeasibility dec06 finaldraft

FEASIBILITY STUDY

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CONTENTS

Executive Summary i

Introduction 1

Yawuru IT Services – The Proponent 2

IT Services to Remote Communities 4

Needs Analysis 8

Proposed Concept 12

Performance Comparison 20

Capacity To Deliver 21

Marra Worra Worra, Capacity Demonstration Project 24

Pilot Program 25

How are such facilities funded? 26

Funding the Pilot Program 28

Financial Plan 30

Promotion and Positioning 33

Feasibility 34

Conclusion 35

Appendix 1 – ESM GROUP Capability 36

Appendix 2 – NBC Aboriginal Corporation 37

Appendix 3 – Alternative Branding Options 39

Feasibility Study for Yawuru IT Services TelePod, Serviced IT Facilities

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EXECUTIVE SUMMARY The purpose of this study is to determine if the TelePod concept as proposed by Yawuru IT Services is

feasible. The study has found that all the conditions for success are either present or there is reason

to believe they can be brought about with reasonable effort.

The TelePod proposition has several competitive advantages, which flow from applying a systems-

approach to supplying IT (Information Technology) services into remote locations:

All TelePods would run the same base IT architecture, bringing lower maintenance costs and

higher uptime.

The IT solution anticipates the cloud orientation of Thin-Clients and Software-as-a-System

and this brings significant cost, performance, maintenance and training advantages over the

traditional PC Local Area Network approach.

ESM Group claim they can build and deliver the TelePod building anywhere in Western

Australia within 21 days of purchase order (once all required approvals are in place).

Integrating the IT and the building into one product has strong advantages for maintenance

and reliability over desk top PCs, and allows the entire TelePod to be periodically replaced

with a refurbished and upgraded model.

The TelePod system would bring a degree of consistency across remote community IT

infrastructure which eases training challenges and lowers barriers to adopting technology.

With consistent technology across many communities it becomes possible to offer the

system as a means of delivery for Government services and to charge a lease payment for

that provision. The approach while not validated is worth serious investigation as it has the

potential to transform the circumstances of remote indigenous people across Australia.

Mr Robinson has a strong and clear vision that Indigenous people, especially children, must become

familiar with the IT world to take advantage of all it has to offer and he has proven his ability to

consult, develop and evolve the TelePod solution through interactions with experts in many fields

and with communities.

Mr Robinson’s TelePod concept has been endorsed by Notre Dame University for trial in the fields of

Natural Resource Management and the emerging very important field of TeleHealth. A

demonstration TelePod is planned for July 2013.

In the first quarter 2013 it is recommended that:

1. A complete business Plan be prepared for Yawuru IT Services;

2. NDU be supported in its request for funding of its research into Natural Resource

Management and TeleHealth to secure funds to support the building of a demonstration

TelePod;

3. Opportunities for other funding sources such as Lottery West, FaHCSIA and the Department

of Regional Development and Lands be investigated in detail;

4. Application be made for capital funding of two TelePods; and

5. Further investigation be undertaken into alternative funding strategies to dramatically

accelerate roll out.


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INTRODUCTION The global shift to digital technology defines the 21st Century. Whether you are a share trader in New

York, a factory worker using social media in China or an Indigenous person from remote Australia,

the pull of the digital world is strong. Business processes, government services, interpersonal

communication, health delivery and education are all being profoundly transformed. Children

especially are rapid adopters, they learn quickly and they are keen to teach their peers. The digital

world is inspiring and with the right training structures, this energy can be directed to support

literacy and numeracy education. But the opportunity to learn and become familiar with the Internet

and all it has to offer is missing in the lives of many remote community members.

Yawuru IT Services has proposed an integrated building and IT facility, a ‘TelePod’, with a vision to

connect communities to each other and to the world beyond by leveraging the ever increasing

bandwidth and future more powerful satellite Internet services and communications technology.

This feasibility study defines the TelePod concept and explores the ramifications within several

domains: health service delivery, education service delivery, community cohesion and resilience, as

well as the pleasure and subsequent opportunity-cultivation that stems from young people having

access to the technology that is reshaping the 21st Century.

There are “Closing the Gap” and “Royalties for Regions” initiatives aimed at providing IT in forms

such as the Community Resource Centre (CRC) program for communities of 100 persons or more.

Forty-five per cent of Indigenous community persons live in communities with less than 100 persons.

CRC Funding is usually applied to the capital cost of providing IT equipment, with the provision that

the community surrenders one of its building spaces to house it. On-going maintenance costs might

not be funded and the system as a whole tends to operate like a typical small business of five years

ago, one that is difficult to maintain, with software licences, backups to be done and so on.

Technology is pulling us away from the desktop and into the cloud with thin client architecture, and

the TelePod is built on this model. All TelePods will have similar IT architecture and together, will be

maintained as a single distributed large installation, using the appropriate quality control standards

for IT maintenance. This will lead to fewer down times and problems.

Rather than requiring accommodation to be donated, the TelePod will be an integrated IT and

building system, that can be delivered anywhere in Western Australia within a few weeks of being

ordered. This mode means that people in one community can consult with those in another for hints

on using software, looking after the building, and so on.

Rather than a capital purchase, it may be possible to charge Government agencies for access to IT

services into remote communities so they can administer health and education at lower cost to those

who needs are presently not met. Monthly invoicing is wholly consistent with Thin-Client

architecture and Software-as-a-Service environments.


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YAWURU IT SERVICES – THE PROPONENT Dale Robinson is a local indigenous man from Broome, who is concerned that very few Aboriginal

people are involved in the I.T. industry which has become and will increasingly be central to life in

the 21st Century.

In 2010, Mr Robinson, formed Yawuru I.T Services Pty Ltd (Yawuru ITS), an Australian Indigenous

Information Technology Services company, to provide mentoring and job opportunities in the IT

industry. This business builds on his experience in selling hardware and software through Dale’s PC’s

& Software, where he developed many contacts and partnerships with companies like Hewlett

Packard and Ingram Micro. By combining these skills and his colleagues’ knowledge of online

marketing and company branding, Yawuru IT Services is able to offer a full IT service to its clients.

With the creation of this company Mr Robinson has achieved a long term dream of being one of the

first Indigenous IT companies to operate in Australia.

TELEPOD

The concept of the proposed TelePod is a steel building fitted with rugged Internet-connected

computers operating on the thin client principle, with software as a service managed in the cloud.

The design of the facility applies several key strategies to bring improved outcomes with reduced

costs, such as replaceability, remote administration, rugged structure and accessible to children so

they may participate in today’s digital world where online experience is a fundamental element of

education and an important aspect of social interaction.

BUSINESS ORIENTATION

Mr Robinson’s business pursues the following ideals:

VALUES

Our values are that the global digital experience should be available, to children and others in

communities no matter how remote, so that the community can engage, learn, grow, work, develop

and earn an income in the 21st Century in the coming decades.

VISION

Our vision is to see communities who have grown up and are conversant with contemporary digital

technology and the Internet and who are able to apply those resources to enhance their lifestyle and

opportunities.

MISSION

Our mission is to design, source, bundle and rapidly deliver to communities, customised IT solutions

of, for training, education and health, that are accessible and usable, rugged, reliable, sustainable,

self-sufficient and contemporary in the digital world.

KEY GOAL

We aim to provide cost effective IT solutions to remote indigenous communities that are sustainable

over time and self-sufficient. We wish to empower indigenous communities by providing on site and

remote support and training in IT and telecommunications solutions which will improve self-

sustainability and economic outcomes for the future.


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Figure 1: Our business supports and promotes aboriginal employment in the I.T. and

telecommunications sector – Left, Daniel Dos Santos – Marketing Executive; Centre, Dale Robinson

– CEO/CIO, Right, Herman Bambo – I.T. solutions engineer (MCITP), Not pictured, Lindsay Dean –

Telecommunications Engineer (ex Telstra)

METHOD

We facilitate this process by investigation, clarification amongst Aboriginal people and stakeholders

to identify root cause issues in IT infrastructure, technology, communications, and web / internet

access.

We follow cultural processes and practices when entering our clients’ local areas / regions.

We practise and implement the specific clinical and practical Community Development Frameworks

that allow us to deliver projects in the indigenous space in an appropriate cultural manner.

SUPPORT

We are supported by a very strong team of staff who are able to deliver projects on time, and

specification. We can provide project management services including support with sourcing

government funding.

DRIVE

We take pride in our achievements and always work hard to achieve the needs of our clients.

REVIEW

On completion we provide a qualitative evaluation service, involving the community, using methods

such as CRG (Critical Reference Group).

– Dale Robinson CEO/CIO.

http://yawuruit.com.au/wp-content/uploads/2011/01/team.jpg


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IT SERVICES TO REMOTE COMMUNITIES

WESTERN AUSTRALIAN COMMUNITY RESOURCE NETWORK1

The Western Australian Community Resource Network (WACRN) builds on one of Western Australia’s

longest running and most successful regional community service programs, the Telecentre program

that began in 1991.

The Department of Regional Development and Lands, through the Royalties for Regions Program, is

responsible for providing support to the state-wide network of Community Resource Centres (CRCs)

through the provision of funding, training, capacity building activities and support for the CRCs’

Management Committees and staff.

The department describes the CRCs as friendly, locally owned and operated centres that provide

regional communities and their visitors with local access to technology, information and services and

are fast becoming the hub of small regional towns. Additional funding from the Royalties for Regions

program will assist CRCs expand and enhance their services to provide access to core services for

people living and working in regional communities throughout WA.

Community Resource Centres are located in more than 100 communities across Western Australia.

The Centres are all incorporated, not-for-profit organisations that are independently owned and

operated by the community. Together, the CRCs form the Western Australian Community Resource

Network which is supported by the Department of Regional Development and Lands’ Community

Development Division. Funding via the State Government’s Royalties for Regions program allows

CRCs to provide greater access to valuable services in their regions and undertake continued

community and capacity building activities.

Of more than 100 CRCs in Western Australia only about 15 are located in Aboriginal communities,

most of those in the Kimberley (Figure 2Error! Reference source not found.), and logically in larger

centres or communities. The majority of the CRCS are located in small country towns in the South

West, not addressing the needs of the many remote communities in the Kimberley and regional

Western Australia. Community population numbers to qualify in the Kimberley appear to range from

about 60 (Jarlmadangah2) to 10,000 (Broome). There are many Aboriginal communities within this

range that have received no support for their communications needs.

Shaun Leatherbarrow who is the Jarlmadangah Burru CRC Spokesman has reported:

It enables us being remote to have access to town, if people are needing to use the internet for internet

banking or whether it’s for Centrelink access and things like that it means that you’re not having to travel that

150 kilometres once every two weeks or once a week sometimes, you know, I guess that saves money, it saves

time and it enables people in the middle of nowhere to have resources that they would otherwise have if they

were living in town.

1 http://www.crc.net.au/

2 http://www.rdl.wa.gov.au/programsandprojects/services/Pages/Community-Resource-Network.aspx


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Figure 2: Location of Western Australia’s CRCs.


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DELIVERING CLOSING THE GAP OUTCOMES

NATIONAL PARTNERSHIP AGREEMENT ON REMOTE INDIGENOUS PUBLIC INTERNET ACCESS

In 2009, as part of the closing the gap initiative the National Partnership Agreement on Remote

Indigenous Public Internet Access3 was issued by the Council of Australian Governments. The

document defines the outputs that are funded, as follows:

Output 1: providing over the life of this Agreement new or expanded public internet access, tailored to individual community circumstances, to remote Indigenous communities identified in the Implementation Plans for each State and the Northern Territory. Eligible remote Indigenous communities will have limited or no public access internet facilities and populations that are generally 100 or more people. Internet access facilities must include appropriate filtering of illegal and offensive material, including filtering of restricted sites so they are not accessible by minors.

Output 2: maintenance of public internet facilities installed under Output 1 to ensure they remain functional and accessible for the life of this Agreement.

Output 3: delivery of training sessions, tailored to individual community needs, in up to 60 remote Indigenous communities per year with populations of generally 100 or more people that provide Indigenous Australians with skills in:

(a) basic computer use;

(b) using internet applications including email and web browsers;

(c) applied internet use, with a focus on financial management, education, health, communication, government transactions, and economic and employment opportunities;

(d) locating and navigating internet search engines and databases, constructing effective searches, evaluating websites and accessing culturally appropriate digitised objects; and

(e) peer support techniques that enable users with a higher skill level to provide basic assistance to other community members in using computers and the internet.

The TelePod can deliver these required outcomes, but at low cost and with very short lead times. In

addition, the outcomes are provided by employing today’s most advanced computer topology.

PROGRESS ON CLOSING THE GAP IN REMOTE COMMUNITIES FOR INTERNET

The conclusions of the progress report on delivering the Performance Indicator Benchmarks for

2010-2011 cited the following challenges:

1. Not being able to reach an agreed Implementation Plan, delaying funding.

2. The wet season, impeding travel.

3. Lack of consultation, with many communities knowing little of the program or their

entitlements.

4. Concern that solutions were not community driven.

5. Presumptions over what training would be requested.

6. Communities that did not receive IT infrastructure so training could not be given.

Other shortcomings identified by Yawuru IT Services include the program not following proper IT

practices – such as virus clean up, regular IT maintenance, iTool practices, system backup – as well as

cases of new hardware not being distributed. When maintaining 200 to 300 machines at a time,

change management practices must be followed, including asset tracking and management, and

barcodes. Also, there appear to be no plans to maintain and upgrade hardware over time.

3 http://www.dbcde.gov.au/__data/assets/pdf_file/0006/119679/NP_remote_indigenous_internet_access_Sig.pdf


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International industry practice for IT service management calls for an Information Technology

Infrastructure Library (ITIL) to be used for monitoring continual IT process improvement. This is

especially important, when there are many machines in a "wild" environment. Many community

managed facilities do not work because they are not following these practices, and can’t because

they are not built to a system where effective management can be applied across the network. Using

the ITIL Service Support and Service Delivery standard, change management and incident

management would be far better and bring fewer problems at the client end and better effectiveness

in how the systems are able to perform. In a ‘fat client’ model with different communities using

facilities that cannot be managed under a single quality framework, these benefits are elusive,

however with a Thin Client model, where each TelePod follows the standard in the same manner,

quality management systems become cost effective.

In summary, there are delivery challenges and system management challenges.

The challenge to bring the facility on-line quickly is solved by the TelePod approach in several ways.

First the TelePod is a synthesis of many technologies, which allows a very clean and clear

presentation. It is easier to see the benefits and the TelePod does not disrupt other building spaces

or activities within the community. Second, the TelePod can be built and delivered to site within

weeks of a purchase order being raised. Accommodating the seasons is far easier. With the TelePod a

Government Services Program can more easily plan and execute the roll out and confidently expect

to meet objectives.

The second issue of maintaining software and hardware system integrity and performance is

addressed by the superior remote management solutions available with the Thin Client approach.


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NEEDS ANALYSIS

WHAT ARE THE NEEDS?

All communities, either city based or remotely located, have the core needs of:

Health

Education

Security, and

Infrastructure to support the above.

The TelePod delivers on each of these needs, by providing the means for various health, education

and security services to be deployed online. The basic communications infrastructure then also

allows people to engage and connect with others outside their community for social and

employment reasons.

HOW MANY COMMUNITIES HAVE SUCH NEEDS?

All communities have these needs, yet only the larger communities have access to these services

through the CRC program, and, in those cases, access is limited due to the fragile nature of the IT

solutions that are deployed and the sometimes limited scope they address.

The Department of Indigenous Affairs has reported the infrastructure present in 260 Communities in

Western Australia4 and this is informative.

COMMUNITY SIZE

CRC’s have been aimed at communities with above 100 persons. The limitation with this is the

significant proportion of persons who live in communities with less than 100 persons, as

demonstrated in the following chart.

4


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Figure 3: Numbers of person living in communities of increasing sizes.

There are 70 communities of around 10 persons (700 persons) at the small end, while there are two

communities of around 500 (1000 persons) at the large end. In fact 25% of community members live

in communities of less than 50 persons, and another 20% live in communities between 50 and 100

persons. There is an urgent need for IT services that can be viable for communities of less than 100

persons, or 45% of community persons will go without Internet access for health and education

services.

A WEIGHTED REMOTENESS INDEX

One person living 200 km from services might be assumed to represent twice the need of a person

living 100km away, so a remoteness index weighted by number of persons in the community can

highlight where needs are most profound (Table 1).

TABLE 1: NEEDS RANKED BY PERSON-KMS FROM MAIN SERVICE COMMUNITY

NAME LGA USUAL POP'N (generally

EHNS 2008)

Distance to main

service com.

Persons * Dist to main service

com.

KANDIWAL WYNDHAM-EAST KIMBERLEY 25 550 13750*

MARUNBABIDI WYNDHAM-EAST KIMBERLEY 25 524 13100*

PIA WADJARI MURCHISON 40 230 9200*

DJARWORRADA WYNDHAM-EAST KIMBERLEY 12 640 7680

WINDIDDA WILUNA 35 219 7665*

CONE BAY DERBY-WEST KIMBERLEY 30 196 5880*

WOODSTOCK HOMESTEAD

PORT HEDLAND 30 180 5400*

MUNMARUL DERBY-WEST KIMBERLEY 14 280 3920

WINDJINGAYRE DERBY-WEST KIMBERLEY 30 130 3900*

NULLA NULLA WYNDHAM-EAST KIMBERLEY 20 158 3160

NGURAWAANA ASHBURTON 30 98 2940*

WUGGUN WYNDHAM-EAST KIMBERLEY 50 58 2900*

MULLIBIDEE BROOME 9 294 2646

0

100

200

300

400

500

600

700

800

900

1000

10

40

70

10

0

13

0

16

0

19

0

22

0

25

0

28

0

31

0

34

0

37

0

40

0

43

0

46

0

49

0

Size of community

Tota

l nu

mb

er o

f p

erso

ns


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YARRI YARRI DERBY-WEST KIMBERLEY 26 100 2600

KURLKU DERBY-WEST KIMBERLEY 10 260 2600*

YULUMBU DERBY-WEST KIMBERLEY 15 171 2565

MT MARGARET LAVERTON 76 32 2432*

DODNUN WYNDHAM-EAST KIMBERLEY 50 45 2250*

NIMBING WYNDHAM-EAST KIMBERLEY 30 75 2250*

LAMBOO STATION HALLS CREEK 25 88 2200*

NGALINGKADJI DERBY-WEST KIMBERLEY 30 68 2040*

JIMBALAKUDUNJ DERBY-WEST KIMBERLEY 18 113 2034

LA DJADARR BAY BROOME 27 65 1755*

GALAMANDA DERBY-WEST KIMBERLEY 20 87 1740

KUPARTIYA HALLS CREEK 27 60 1620*

ALLIGATOR HOLE WYNDHAM-EAST KIMBERLEY 33 49 1617*

MOLLY SPRINGS WYNDHAM-EAST KIMBERLEY 46 35 1610*

BARREL WELL NORTHAMPTON 27 59 1593*

BIRIDU DERBY-WEST KIMBERLEY 30 51 1530*

MINGALKALA HALLS CREEK 35 43 1505

WURRENRANGINY HALLS CREEK 50 30 1500*

BIDIJUL DERBY-WEST KIMBERLEY 15 97 1455

BEDUNBURRA DERBY-WEST KIMBERLEY 12 110 1320

MALABURRA BROOME 7 180 1260

JUNDARU ASHBURTON 12 98 1176

COCKATOO SPRINGS WYNDHAM-EAST KIMBERLEY 30 35 1050*

The above list comprises all those communities with a Person-Kms score above 1000 and highlights

the top 36 communities without Health Clinic or Telecentre access within 30 km and where there are

most people at greatest communication/distance disadvantage.

Inversely, the greatest disadvantage highlights the greatest potential cost savings in Internet

supported remote service delivery for health, education and security.

The following subset (Table 2) of the previous table highlights the top 26 communities by community

population, without Health Clinic or Telecentre access within 30 km.

TABLE 2: NEEDS RANKED BY COMMUNITY SIZE

NAME LGA USUAL POP'N (generally

EHNS 2008)

Distance to main

service com.

Persons * Dist to main service

com.

MT MARGARET LAVERTON 76 32 2432

IMINTJI DERBY-WEST KIMBERLEY 60 0

WURRENRANGINY HALLS CREEK 50 30 1500

WUGGUN WYNDHAM-EAST KIMBERLEY 50 58 2900

DODNUN WYNDHAM-EAST KIMBERLEY 50 45 2250

MOLLY SPRINGS WYNDHAM-EAST KIMBERLEY 46 35 1610

PIA WADJARI MURCHISON 40 230 9200

WINDIDDA WILUNA 35 219 7665

MINGALKALA HALLS CREEK 35 43 1505

ALLIGATOR HOLE WYNDHAM-EAST KIMBERLEY 33 49 1617

WOODSTOCK HOMESTEAD

PORT HEDLAND 30 180 5400

WINDJINGAYRE DERBY-WEST KIMBERLEY 30 130 3900

NIMBING WYNDHAM-EAST KIMBERLEY 30 75 2250

NGURAWAANA ASHBURTON 30 98 2940


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NGALINGKADJI DERBY-WEST KIMBERLEY 30 68 2040

CONE BAY DERBY-WEST KIMBERLEY 30 196 5880

COCKATOO SPRINGS WYNDHAM-EAST KIMBERLEY 30 35 1050

BIRIDU DERBY-WEST KIMBERLEY 30 51 1530

EMBULGUN BROOME 29 30 870

LA DJADARR BAY BROOME 27 65 1755

KUPARTIYA HALLS CREEK 27 60 1620

BARREL WELL NORTHAMPTON 27 59 1593

YARRI YARRI DERBY-WEST KIMBERLEY 26 100 2600

LAMBOO STATION HALLS CREEK 25 88 2200

MARUNBABIDI WYNDHAM-EAST KIMBERLEY 25 524 13100

KANDIWAL WYNDHAM-EAST KIMBERLEY 25 550 13750

The Kimberley is quickly confirmed as a region of disadvantage.

COMMUNITIES OVER 25 PERSONS

Because of the health and education needs within communities, it is anticipated that a TelePod

would be required for each 50 persons and that financing solutions might be viable for communities

with as few as 25 persons. There are 91 communities of 25 persons or more, totalling around 11,500

people. Assuming an average of one TelePod per 50 people, this suggests a potential market size of

211 TelePods.


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PROPOSED CONCEPT

TRACKING THE TECHNOLOGY TRAJECTORY

Information technology development is driven by advances in hardware, processor speeds increase

and memory capacities increase consistently over time, following Moore’s Law5. It is also driven by

the possibilities created by increases in Broadband capacity and together these exponentially

increasing capacities open up completely new possibilities for application developers. The top 1000

developers are creating the future that will drive lifestyle and business engagement in the online

world over the coming decades. The telecommunication systems provided to young people must

reflect this future model. Facilities must be built today to prepare the young generation for the

future. This can only be done by allowing them to engage with the most advanced technology

models available and by creating an open ended usage policy that encourages and supports young

people to explore the possibilities and make the most creative use of these advanced tools. This

initial exposure to computing can be through educational and interactive games. Young people can

discover and develop their talents to engage in social groups as leader, supporter, researcher and

other important group roles, so laying the educational ground work for tomorrow’s world.

This future-view is shared by researchers and Governments who are developing TeleHealth solutions

and online education solutions that will be deployed via the internet in a manner consistent with the

direction of the technology6.

The skills acquired by young people as they pursue the online world rapidly filter up to others in the

community.

Adopting such a computing model will quickly alleviate many of the core communication challenges

faced by remote communities.

THE DEVELOPING PARADIGM

Current assumptions on what sort of computing environments best serve remote indigenous

communities risk being rooted in the experience and knowledge of how computing has been done

over the last two decades, not how it should be done in the next two decades. The old model is well

known to the corporation and the bureaucracy and consists of desks with a computer, a screen, a

keyboard and a mouse, a bunch of wires out the back, a UPS, a LAN with server; then there are logon

accounts, data partitions, back up procedures, printers etc., etc. It is a highly complex environment;

the administration cost of each computer workstation is over $3,000 per annum, because of the

highly complex nature of these computing environments. However, today’s business leaders and

world class entrepreneurs are just as likely to operate with an iPad, or Thin Client supporting a

browser and a full range of business support services from the cloud. Word-processing, email, spread

sheeting, project planning, customer relationship management; these and many, many more are

available, and can be used without incurring the costs and management complexity of the workgroup

and the LAN. In small business environments and increasingly in large businesses the entrepreneurs

5 Moore's law is the observation that over the history of computing hardware, the number of transistors on

integrated circuits doubles approximately every two years (http://en.wikipedia.org/wiki/Moore's_law) 6 http://www.health.gov.au/internet/main/publishing.nsf/Content/work-pr-tele


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and business leaders of today are switching to cloud based computing, saving money, getting more

value, more connectedness, more possibilities, better integration of virtual teams and so on. This is

where computing is moving and the most exciting thing is that this model costs less, requires less

management, is easier to adopt and prepares people better for finding ways to apply the

interconnectedness of today’s world for their own advantage – no matter where they may be.

A NEW SYNTHESIS FOR A TELEPOD

Having tracked the technology trajectory and having experienced the immense challenges facing

remote communities, Mr Robinson has integrated the following important threads of knowledge:

1. How IT technology is being applied today in its most advanced form.

2. He has assembled the technical knowledge and a team with the necessary capabilities to

adopt and install such technology

3. He has developed an intimate understanding of on-the-ground circumstances, constraints

and needs with respect to IT for indigenous organisations and remote communities.

4. He has formulated and procured a building system that can safely house the technology and

can achieve world class delivery times to any location within Western Australia.

Mr Robinson has synthesised the design and engineered the IT solution that simplifies and

accelerates access for remote indigenous people to the computing advantages of the modern digital

world. This, is Yawuru IT’s TelePod, an advanced IT hub facility for remote locations.

PROTOTYPING, VALIDATION, CUSTOMER FEEDBACK

TelePod is a transportable, steel, cyclone-proof building that arrives fitted out with ready-to-go

computing equipment and satellite connection. TelePod is a plug-n-play IT service infrastructure for

remote locations.

Given a successful application for funds a demonstration TelePod will be delivered to Notre Dame

University, Broome, where its features will be tested and validated for both Education Services and

TeleHealth.


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Figure 4: Artists Impression of the on-site TelePod

FEATURES

Table 1: TelePod Advantages


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IMMEDIATE DELIVERY TelePods can be built and delivered to anywhere in Western

Australia within 21 days from receipt of purchase order.

RUGGEDIZED The TelePod building can be constructed to cyclone standards, and

fitted out with robust fixtures to securely mount and protect the

computing equipment.

RENEWABLE/RECYCLABLE The TelePod can be replaced with a new version every three years,

so that IT systems can be modernised and upgraded as needed. A

truck will arrive with the new one and take the old one away for

refurbishment.

CUSTOMISABLE The customer can select which features are required and know the

cost involved as each feature is selected.

REMOTE SYSTEM

ADMINISTRATION

Each TelePod can be remotely monitored to ensure the systems are

virus free and running properly. The ruggedized construction and

remote system administration dramatically reduces – but does not

remove – the demand for local management.

ACCESSIBLE Each TelePod contains touchscreen computers that can be operated

by children to play, learn and engage with the digital world. These

children will become the champions and educators for others in the

community.

TELEHEALTH DELIVERY

To support TeleHealth delivery the TelePod can be fitted with a ramp for wheelchair access as well as

a divider to afford privacy. Further details of the TeleHealth specification will be developed during

the Demonstration Phase.

EDUCATIONAL DELIVERY

To support delivery of online education the TelePod will be fitted with additional workstations.

Further details of the Educational specification will be developed during the Demonstration Phase.

The Educational and TeleHealth TelePod will take the following form:


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Figure 5: Education and TeleHealth TelePod Layout

A PLATFORM

The TelePod is a technology platform for supporting communications in remote locations with a variety of

purposes, such as the following, many of which reduce the need for travel:

Children’s education, including on-line applications such as Google Earth and Virtual

Classroom

Training and education for youth

Health Service interfacing for the general community (TeleHealth)

Police and Health services access to records

Searching for information

Wi-Fi based VoIP Communications the general community

Wi-Fi service for individually owned smartphones, tablets and computers

Wi-Fi service for roving government agencies or tourists

Wi-Fi monitoring of local power generation and water filtration systems

Support private video connections for family conferences and court hearings

Accessing Internet-delivered services

Running Internet-delivered Software-As-A-Service

Engaging with others across the Internet for community lore, cultural or gaming purposes

Creating personal and community online content

Facilitate better understanding of local conditions among the wider community

Elders being able to speak to community members who are away from home

Better business communication within the region, better coordination

State emergency services and notifications

Domestic violence response system

Business support services, including banking, accounting and tax services


P a g e | 17

The above communication needs are supported and go well beyond the outcomes required for

Government funded IT services, such as the Closing the Gap reform agenda.7

ENABLING TECHNOLOGY

KEY FACTOR: BANDWIDTH AVAILABILITY IN WESTERN AUSTRALIA

For the 7% of Western Australian’s who live in remote regions such as the Kimberley, most Internet

bandwidth is provided by satellite. There are plans to build more wireless towers along the Highway

One between Broome and Kununurra, but this is remote from many of the remote Aboriginal

communities. Consequently many issues remain around access to basic telecommunications such as

telephones and Internet, and satellite is the key solution.

Real improvements for satellite delivery won't occur until 2015. Indigenous communities are hungry

for experience so if they have a TelePod when additional bandwidth is available they will have the

skills and projects to put it to good use.

Yawuru IT Services sells satellite bandwidth (VSAT) from Orion satellite systems, providing an

immediate solution to the lack of bandwidth. The Hughes modem product is used by over 15 million

users world-wide and is industry standard. Orion satellite service allows for 1024 Mb/s download per

satellite receiver, however, any level of dedicated services are also available.

Contended and uncontended bandwidth services are available. VoIP and other synchronous

communications are carried in IP packets that have priority over asynchronous application demands.

Bandwidth is managed by Orion on standard monthly plans for corporate customers offering a wide

range of voice and data solutions. Orion also offers NBN solutions through Reachnet, a separate

company.

BROAD SYSTEM SPECIFICATION

In summary, a satellite system designed and specified by Yawuru IT Services comprises the following

elements.

DISH .89/.98M Ku-BAND Rx/Tx ANTENNA SYSTEM

SERVER Server if required can come from major brands IBM, HP or DELL

ROUTER Hughes Satellite Modem

Wi-Fi community base station or community wide omni directional antenna

THIN CLIENTS HP or Dell

7 http://www.fahcsia.gov.au/our-responsibilities/indigenous-australians/programs-services/closing-the-gap


P a g e | 18

Figure 6: Typical Network Infrastructure Voice / Data using NOC for TelePod installationsi

NEW SYSTEM ARCHITECTURE

Information technologies are unlike others. While automobiles and houses increase in cost as they

become more advanced, the reverse is true in IT. So, in keeping with Moore’s Law, the latest IT

solutions deliver more bang-for-buck than those they replace. This is particularly true when moving

from a PC/LAN solution to an Internet-delivered Software-as-a-Service and Thin-Client solutions.

THIN CLIENT

The paragraph below compares a thin client with a complete computer: 8

A thin client can refer to either a software program or to an actual computer that relies heavily on another computer to do most of its work. A thin client is part of a network, and the client software or computer acts as an interface, while the network server computer does all the real work. In the case of a computer, a thin client is unable to perform many functions on its own. A thin client computer may be a machine designed only for online use, sending and receiving email, and surfing the net. A thin client computer may also be part of a larger network, at a company or school for example.

The thin client computer contains enough information to start up and connect to a more powerful network server, and the server computer provides the rest of the computing horsepower. The thin server may not even have a hard drive. If the thin client computer needs to use a program or save a file, it will connect to the network server computer to do so.

In software terms, a thin client is a program which is mostly interface. The user of the thin client software sees all the data, tools, and features they would on a normal piece of software, but another program running on a remote server does all the work. The reasons someone might use a thin client, both hardware and software versions, include reduced cost, ease of maintenance, ease of use, and security.

8

http://www.bigmastech.com/linux-solutions/linux-open-source-business-solutions/thin-client-desktop-technology


P a g e | 19

A thin client is much simpler than a complete computer. In a situation in which many people need to perform a similar task, it is more cost effective to have one network server computer and many inexpensive thin client computers, than to have many complete computers. Because thin clients are relatively simple, it is much easier to diagnose problems and repair them. A standard computer has a lot of parts, and a thin client only has a few. Fewer parts mean fewer things can go wrong.

Figure 7: Thin Clients Take Software from Server

While a thin client is not the right tool for every job, it has many valuable uses. If a user needs to perform select tasks and does not need all the functionality of a standard computer or program, a thin client may be the right tool for the job.

VIRTUALISATION

Virtualisation means simply using less physical hardware and replicating this into the software layer

to make virtualised machines. For delivering the educational experience a large amount of on-

demand computer processing power is not required so virtualisation is useful as a solution to

increase performance and lower cost. This is what makes up "cloud" infrastructure.

WAN ACCELERATION

Cisco and Silverpeak are two of the major computer communications players for WAN (Wide Area

Network) acceleration and delivery. Currently, Silverpeak is preferred as offering more "bang for

buck". Although Cisco is the industry standard for routing and switching, Silverpeak has scalable

options for WAN connectivity and acceleration. This means that simple office applications can be

accessed from a major server. Using the Silverpeak data replication technology a local copy is made

to the hard drive and a heartbeat is sent between the Silverpeak box, the server and the client to

keep MS office applications updated.

Yaruwu IT Services is supported by local expertise as well as a support network in Perth who are

familiar with this technology and have implementation experience.

For VOIP services, systems such as Avaya IP phones and other others are relevant.


P a g e | 20

PERFORMANCE COMPARISON The advantages of the thin-client approach with software as a service in the context of remote IT

systems is as follows:

ELEMENT OLD MODEL NEW MODEL OUTCOME Bandwidth Required Required Same Performance Hardware Complete desktop

computers Thin-Clients Reduced Cost

Software Applications installed Software-as-a-Service Significantly Reduced Cost

Local IT Management Demands

High Very Low Better Service Reliability, Far lower costs, Less difficulty managing the facility

Ability to meet COAG Output requirements

Yes Yes Faster implementation, less unknowns, less risk

Ability to support skills development

Yes Yes Faster Training Program

Storage Limitations Require hard disk capacity

Storage in the cloud Open ended storage capacities

Software upgrades Necessary to install and activate software upgrades

None, or updates pushed from the Cloud when requested

Greater software performance reliability

Backup Requirements Offsite back up difficult to accomplish, high risk of lost data

Cloud servers backed up automatically

Less likelihood of losing data

Adopting new software

Research required for each case, licenses need purchasing

Free use for private or small scale usage, moderate monthly fees for access to complex cloud software

Easier to find and explore new software

Power User Applications such as desktop publications

Viable, but software can be expensive

Not viable, unless done through pre-formulated applications

Limitations for advanced and highly skilled users in graphical applications

Reliability of the facility

Exposed wires, tower PC cases on desks, are vulnerable

Dramatically less wiring required, PCs are carried securely with purpose built fixtures, far less vulnerable

System reliability is greatly enhanced.

Adoption of international best practice

Impossible Possible Far higher system reliability is achieved

Management of the building

Various circumstances for housing the IT infrastructure

A standard, rugged building system for IT infrastructure

Knowledge sharing across the TelePod network simplifies facility management


P a g e | 21

CAPACITY TO DELIVER To deliver the TelePod requires coordination of a team of specialist businesses. These resources have

been identified and developed by Yawuru IT to create the necessary capacity to deliver on the

TelePod vision.

Each part of the delivery team which is led by Yawuru IT, has an important role to play.

YAWURU IT

Yawuru IT plays two roles in delivering the TelePod. First is sales, marketing, IT system design,

ordering and project coordination. The second is providing the IT systems implementation services to

install each TelePod ready for deployment on site.

ORGANISATION

The key team is organised as follows:

Yawuru IT Systems Project Advocacy and Head Contractor

Yawuru IT Systems IT systems engineeering & implementation

NBC Aboriginal Corporation Community consultation, building

approvals, site management

ESM Building Supplier Rapid building construction and delivery

Dale Robinson – CEO/CIO

Daniel Dos Santos – Marketing Executive

Herman Bambo – I.T. solutions engineer

(MCITP)

Lindsay Dean – Telecommunications

Engineer

Providers


P a g e | 22

COLLABORATIVE NETWORK AND SKILLS AVAILABLE

The following short CV summaries indicate the breadth and calibre of the full team that Yawuru IT

can muster to deliver project requirements.

DALE ROBINSON – CEO/CIO

Investigation, analysis, project co-ordination, documentation, requirements analysis.

Project design, planning and evaluation.

Project Specification / Members of the Team / Associated Roles and Tasks.

Project Evaluation (From Previous completed Project at Meekatharra).

DANIEL DOS SANTOS – JUNIOR PARTNER, MARKETING EXECUTIVE.

Social Media, marketing, attraction marketing, marketing advice, and business related

services.

Start-ups, crowd sourcing, business advice.

Web, Cloud Computing.

HERMAN BAMBO AND CRAIG GRANT (DATATECH) – SERVER ENGINEERS / I.T. CONSULTANTS.

I.T. Infrastructure

Software Engineering, Server Administration, Remote Support, Critical support,

Systems, Systems design, Systems implementation, Roll-out,

S.O.E., Microsoft, SCCM, Remote Imaging methods.

Cisco, routers, switches, firewalls etc

LINDSAY DEAN – COMMUNICATIONS ENGINEER.

Communications.

Cabling installations, electrical fitting, satellite equipment and installation.

Phone communications and equipment, VOIP platforms, UHF radio installations and support.

BAJRAI (BUDGIE) – COMMUNICATIONS ENGINEER

Cisco, Routers, Switches, Firewalls,

Comms cabinet,

Communications technology and support,

Remote video cameras,

Solar panel installation,

Wireless, Fibre point,

Satellite engineering.

HAYDEN HOWARD

Labouring Duties,

Logistics, Freight, Warehousing, Stock Inventory (All Rounder),

Aboriginal Tourism Consultant.


P a g e | 23

ESM GROUP9

ESM Manufacturing Group is a Western Australian family owned business with a vision to become

the leading steel solutions business across Australia, focused on customer satisfaction ESM have won

regional and state small business of the year awards in 2012, they are a diverse organisation that has

invested in new technology and are market leaders in remote accommodation, steel fabrication and

steel frame housing solutions. ESM have successfully delivered in 2012 nearly 200 stackable mine site

accommodation pods to the north west of Western Australia for Rio Tinto’s Cajaput accommodation

upgrade, recently ESM have also gained national supply and installation preferred supplier status for

McDonald’s, successfully handing over three steel frames stores in November 2012.

ESM Group also offers design/engineering and fabrication of structural steel, making them an ideal

partner in the TelePod business. Completed TelePod buildings will be sized to match transport by

truck and will transported from Esperance ready to plug-n-play.

ESM Group has identified a capacity for Aboriginal people from other regions to travel to Esperance

where they can work to fabricate the buildings, helping them to assist with any maintenance issues

that may arise. The Federal Governnment may be able to support this process through the

Department of Employment and Workplace Relations.

NBC ABORIGINAL CORPORATION10

NBC is a competitive professional enterprise committed to meeting the needs of Aboriginal people

and the wider community through the provision of design and project management services whilst

supporting and encouraging the principle of self-determination. The company is committed to

facilitating effective participation and community involvement in all aspects of project development

and management.

NBC has fully equipped offices in Broome WA and Adelaide SA with a managing architect, senior

architects, technicians and administrative staff.

NBC will be responsible for managing the delivery of the buildings. This will include:

o Community consultation

o Building location

o Community approval

o Confirmation of land tenure

o Essential services

o Preparation of drawings and specifications

o Planning application and approval

o Building certification

o Project management

David Swallow is the nominated project manager and his details are given at Appendix 2.

9 http://www.esmgroup.com.au

10 http://www.nbcac.com.au/


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MARRA WORRA WORRA,11 CAPACITY DEMONSTRATION PROJECT

Marra Worra Worra is the oldest and largest Aboriginal Resource Agency in the Kimberley region of

Western Australia. Its primary aim is to provide support services to existing and emerging groups in

the Fitzroy River Valley, and to assist them to develop as strong, autonomous communities and

organisations. Based in the predominantly Aboriginal town of Fitzroy Crossing, its area of operations

extends from Jimbalakadunj community, 120 kilometres to the west, to Yiyili community, 170

kilometres to the east.

Marra Wora Worra Training was set up as a registered training organisation in 2010. Using the latest

technology , training will be delivered via the internet to centres in Yakanarra, Yiyili, 8 mile (Joy

Spring) Muludja and Djugerai. Training Manager, Kyla Bettridge, says that people can now receive

high standard, community relevant skills without leaving their families and communities.

Yawuru IT is currently working on the project to build remote training facilities for indigenous

communities. This project includes a purpose built facility for training, accommodation units for staff

and students, the training building will have up to eight All-in-One Hewlett Packard computer units as

well as wall mounted HDTV for teleconferencing (if required) and all associated fixtures.

Yawuru IT will provide the roof mounted satellite connection to allow telephony, Internet and Foxtel

delivery. Currently, satellite bandwidth limitations apply to some of the bandwidth intensive

applications and strategies for maximising the use of available bandwidth are being developed and

implemented.

11

http://www.marraworraworra.com.au/


P a g e | 25

PILOT PROGRAM The Nulungu Research Institute at Notre Dame University (NDU) Broome Campus pursues research

methods and education programs that link traditional knowledge with scientific understanding. Such

an approach calls for flexible and portable communication solutions to reach those with traditional

knowledge.

EDUCATION

Education courses have been shifting online rapidly and the online delivery technology has become

increasingly sophisticated. Both secondary and tertiary courses can be delivered online. NDU

operates in the dual education sectors of TAFE and University Education. Many potential students

are not able to leave their community to reach secondary or tertiary schools and universities but with

the TelePod they are within reach of today’s education programs.

NATURAL RESOURCE MANAGEMENT

The Nulungu Research Institute is developing a centre for Natural Resource Management and can

potential deliver course material online to remote communities using the TelePod solution. Taking

advantage of the portability of the TelePod it becomes possible for those with deep experience and

traditional knowledge to deliver talks to others in other remote locations across the region.

TELEHEALTH

TeleHealth is another field of interest for NDU. Using the TelePod training can be given to remote

community health workers and those needing assistance can visit the TelePod to connect with the

appropriate trained health professionals from the TeleHealth network.

For these reasons – delivering courses remotely, recognising untapped sources of knowledge and

delivering TeleHealth – NDU is preparing a funding application part of which will support a

demonstration TelePod to be stationed at NDU in Broome.

If the application is successful, the following goals become possible while the TelePod is in Broome:

1. Inviting persons from the many indigenous representative organisations in Broome to visit,

see, test and appreciate.

2. Testing the role played by the TelePod in supporting NDU’s natural resource management

knowledge.

3. Testing and refining the functionality for supporting delivery of TeleHealth

4. Verifying how the TelePod meets the Government outcomes required for Telecentres

To further the work of NDU, the TelePod may relocate periodically from one remote community to

another, creating the opportunity for the following:

1. NDU can validate and refine its research, training and TeleHealth models

2. Communities can access communications and other training

3. A try-before-you-buy arrangement could be offered to communities, if purchased, the

TelePod would stay there and a new TelePod would be shipped to the next community


P a g e | 26

HOW ARE SUCH FACILITIES FUNDED? Facilities for remote communities, whether indigenous or otherwise tend to have been funded

through one-time government grants.

COMMONWEALTH DEPARTMENT OF FAMILIES, HOUSING, COMMUNITY SERVICES AND

INDIGENOUS AFFAIRS (FAHCSIA)

In 2008 COAG set specific and ambitious targets for “Closing the Gap”. They are:

To close the life-expectancy gap within a generation

To halve the gap in mortality rates for Indigenous children under five within a decade

To ensure access to early childhood education for all Indigenous four years olds in remote

communities within five years

To halve the gap in reading, writing and numeracy achievements for children within a decade

To halve the gap in Indigenous Year 12 achievement by 2020

To halve the gap in employment outcomes between Indigenous and non-Indigenous

Australians within a decade.

COAG recognised that overcoming Indigenous disadvantage will require a sustained commitment

from all levels of government to work together and with Indigenous people, with major effort

directed to seven action areas or ‘building blocks’.

The building blocks endorsed by COAG are:

Early Childhood

Schooling

Health

Economic Participation

Healthy Homes

Safe Communities

Governance and Leadership.

The building blocks are linked – achieving the “Closing the Gap” targets requires progress in each of

these areas. Strategies aimed at achieving improvements in any one area will not work in isolation.

All of the building blocks can be addressed by the simple installation of a TelePod in a remote

community.

FaHCSIA is the lead agency for enacting the Closing the Gap reform agenda. The aims and objectives

of Program 7.4, Indigenous Capability and Development are articulated through its seven

Components, two of which are:

Flexible Funding: To address priority needs through flexible funding for strategic investments,

including community development projects in Remote Service Delivery National Partnership

priority communities and elsewhere.

Indigenous Capability and Development: To deliver services that support Indigenous

individuals, families and communities to improve their wellbeing and engagement with


P a g e | 27

government, with a focus on leadership and capacity building and promoting Indigenous

culture and knowledge; and to provide funding for independent organisations that deliver

similar functions.

While not yet tested and with the program applications not opening until February 2013 these

programs appear to match the aim of establishing TelePods in remote communities. Under these

programs, supported by the proposed demonstration in Broome, TelePods could find a national

application.

RDL CRC GROUP

The RDL CRC Program has still to be tested for its Acceptance and adoption of the TelePod model,

but is a key Western Australian Stakeholder. Ideally it is able to provide some funds towards the

initial capital costs of the Telepods allocated on the basis of needs and population criteria.


P a g e | 28

FUNDING THE PILOT PROGRAM There are several granting bodies well placed to support the location of one or more demonstration

TelePods in the Kimberley, so they can be seen and tested under local conditions. The pilot or

demonstration program would see a TelePod located on the Broome Campus of Notre Dame

University for up to six months, so it can be tested and inspected by many people visiting Broome.

For the next six months of the pilot it would be transported to at least three remote communities,

finishing at One Arm Point, its long term destination.

In that year the TelePod will be used for communication, training, TeleHealth and research. This test

will support improvements and encourage orders from communities in need.

The following organisations are potential sources of grant funds for the pilot program.

REGIONAL DEVELOPMENT AUSTRALIA (RDA)

RDA in Western Australia brings together all levels of government to support the development of

regional Australia and is funded by the Australian Government. RDA is administered by the Australian

Government Department of Regional Australia, Local Government, Arts and Sport. In Western

Australia there are nine RDA committees that are working to develop solutions to the economic,

social and environmental issues affecting their communities. One of these is located at Broome in the

Kimberley. RDA Kimberley’s Regional Plan12 reflects that the Kimberley has a population of around

37,600 people with around 47.4% of these indigenous. Importantly there are 152 remote indigenous

communities and outstations in the West Kimberley and 85 in the East Kimberley. Kimberley RDA has

determined that it will focus its attention and resources on have been identified; these priorities

incorporate Economic, Health, Education, Youth, Environment, Industry and Indigenous issues. The

Regional Plan reflects that Communication infrastructure is inadequate and fragile and calls for an

expanded telecommunications network to improve education opportunities. It also reports that

collaboration across all levels of government is essential.

The Regional Development Australia Fund (RDAF) supports the infrastructure needs of regional

Australia, with nearly $1 billion been allocated to the program (with some funding subject to the

Minerals Rent Resource Tax). The program funds capital infrastructure projects which are identified

as priorities by local communities.

The program is administered by the Department of Regional Australia, Local Government, Arts and

Sport (the department).

Rounds Three and Four of the Regional Development Australia Fund (RDAF) have opened and an

expression of interest must be submitted by a Not–for-Profit or Local Government Organisation by

December 6th, 2012. In this case a Not-for-Profit is the most logical partner and the One Arm Point

(Ardyaloon) community has been identified as a partner.

12

Regional Development Australia Kimberley (2012)Regional Plan Kimberley.


P a g e | 29

LOTTERY WEST

Lottery West makes available project grants that can be applied for at any time. The project might

create and explore opportunities, address community issues and disadvantage, or simply raise

awareness locally or across the State. The grants are able to cover costs others do not fund. This

might include project related equipment or supplies, time-limited operating costs, including wages,

project administration, professional fees and travel. Depending on the length and potential benefit of

the project, the grant may also support capital costs. A successful application will demonstrate:

How the project relates to an organisation’s purpose

How the idea for the project came about, its community importance and expected benefits

Community and stakeholder support for the project

Strong project planning, management and expertise

Good governance, evaluation and learning strategies

Considerations of what will happen after completion

The TelePod demonstration project offers sound credentials against these criteria but will require the

involvement of local organisations. The Kimberley Land Council would be an excellent partner.

The potential for support from Lottery West highlights how the TelePod demonstration project can

act as to bond and education the Kimberley community.

NOTRE DAME UNIVERSITY, BROOME CAMPUS

Notre Dame University, Broome Campus, also intends to partner in the project and to contribute

funds.

ESM GROUP

The ESM Group will fabricate the demonstration TelePod and transport to Broome, all at a special

“demonstration model” cost.

OTHER PRIVATE INVESTORS

Interested investors may choose to support this important regional project.


P a g e | 30

FINANCIAL PLAN

CONVENTION

If done as in the past a Community might win a grant, pay Yawuru for the building, lease access to

the building to government agencies, and use the income to pay contractors to maintain the facility.

Without dedicated services it is difficult to make this happen consistently, without Yawuru IT in the

loop for scheduled upgrading of equipment to keep it current.

The assumed path to funding facilities for indigenous communities is by way of capital grants, even

for facilities or technology that must be maintained and which have a relatively short life. According

to the Australia Tax Officeii computers have a useful life of four years, and laptops 3 years, so if a

capital grant is taken to fund the IT facility, there is a problem at the end of the useful life of the

equipment. The second problem with taking a capital grant is that having equipment is never

sufficient. Investments in capital risk being wasted if there is no funding for on-going training and on-

going maintenance.

A third issue with taking a capital grant is that the various stakeholders who stand to gain by the

advantages conferred by the facility are not made responsible for ensuring those advantages are

actually delivered reliably, day in, day out. In this case, the TelePod will create a means for the

education services to reach a wider market. The Department of Education will be able to reach

communities who under the current model are too small to service. The university sector will be able

to reach a market it never could before; children will be able to access education without the costs

and trauma of living away from home. In TeleHealth, the TelePod will lower the cost and increase the

effectiveness of each health dollar spent by 500%. In Ontario, Canada, their approach to TeleHealth

over the last decade has seen spending fall 75% while delivered services increased 40%. Such a goal

can be set for Western Australia.

AN ALTERNATE MODEL

The TelePod solution delivers services which are of great value to those living in a remote

community, but are also of great value to Government to deliver its obligations to the Australian

community.

What is needed is a financing strategy that sees fees being paid commensurate with the benefits

being realised. One such approach is for Yawuru IT to provide the TelePod in return for monthly lease

payments from those service agencies whose delivery costs are reduced through using it.

SERVICE-TO-GOVERNMENT MODEL

A financial model can be defined where the TelePod delivers as communications solution to

Government, that is used by Government to ensure their Internet delivered services are available to

all Australians. This communication solution would be invoiced regularly as are other infrastructure

services, such as telephones, power, gas and Internet.

Under this model Yawuru IT Services would sell TelePod supply contracts for monthly lease payments

and would use those monthly payments to raise finance needed to purchase and locate the TelePods

as required.


P a g e | 31

If each TelePods was being leased for $5,000 per month, this would be $60,000 revenue per year. At

a target profit percentage of 20%, this would be $12,000 profit per year, sufficient to cover

unexpected outlays and be sustainable if only a handful of TelePods are implemented.

REVENUE Annual Revenue $60,000

ANNUAL EXPENSES Broadband, Maintenance & Training $10,000

CAPITAL COST Outlay for building $160,000 Outlay for IT installation $25,000 Transportation and Siting Services $15,000 Total $200,000

THREE YEAR UPGRADE Refurbishment of building $40,000 Outlay for IT upgrade $20,000 Transportation $10,000 Total $70,000

NINE YEAR REVENUES AND COSTS Annual Revenue at $60,000 $540,000 Less Maintenance & Training at $10,000 per annum $90,000 Building Outlays $340,000 Total $430,000 Gross Profit per TelePod $110,000 Average over nine years $12,200

ENABLING GOVERNMENT SERVICE PROVISION

In 2012 Western Australia had 190,000 children in Primary School and 77,000 in Secondary School13,

at a cost of $4.235 billion (Estimated Actual for 2011/1214). Supposing a third of that cost is overhead

and two thirds direct costs, the direct cost is over $15,000 per year per student. In small communities

where children have little education services some of this budget should be available. A community

with ten children might expect half of the direct cost to go towards the TelePod, or $7,500 per

student per year. On this analysis, a community with as few as eight students could be provided with

a TelePod.

13

Department of Education, Western Australia, Annual Report 2011-12 14

http://www.treasury.wa.gov.au/cms/uploadedFiles/State_Budget/ Budget_2012_13/00_part_07_portfolio_summary.pdf?n=7109


P a g e | 32

Delivery of Health Services, aside from that funded by the Federal Government, costs the State

Government $3.651 billion (Estimated Actual for 2011/1215). Western Australia’s population is 2.35

million. Supposing a third of that cost is overhead and two thirds direct costs, average health service

delivery expenditure by the State Government is over $1,000 per person each year.

The Federal Government will spend $52.8 billion on health in 2012-1316 for Australia’s population of

22.6 million. Supposing a third of that cost is overhead and two thirds direct costs, average health

service delivery expenditure by the Federal Government is over $1,500 per person each year.

If half of this total $2,500 per person expenditure in health was invested to allow TeleHealth services

to be delivered, then a community of as few as 50 persons could be provided with a TelePod.

Combining resources from both Education and Health could justify a community of 25 persons

including four school age children having a TelePod.

EVALUATION

Which of these two options for payment of facilities will be adopted will depend on the outcome of

the demonstration at NDU, and on dialogue with health and education agencies for providing for the

IT they require to deliver their programs.

POTENTIAL IF ADOPTED

If an average of one TelePod was provided for each 50 people in Western Australia’s remore

communities, this suggests an ongoing market of 211 TelePods.

Across Australia the target might be for 500 TelePods installed over a 5 year periods, realising an

annual turnover for the business of $30M.

15

http://www.treasury.wa.gov.au/cms/uploadedFiles/State_Budget/ Budget_2012_13/00_part_03_portfolio_summary.pdf?n=5788 16

http://www.health.gov.au/internet/budget/publishing.nsf/content/2012-2013_Health_PBS/ $File/1.03_Portfolio_Overview.pdf


P a g e | 33

PROMOTION AND POSITIONING

NAMING

A number of names have been considered as labelling label to best explain the concept, but for the

purposes of this study, ‘TelePod’ is adopted. Compound words from the following two word groups

have been considered:

Tele, Coms, Inter, Edi (Education & Internet), Edhu, Gov, E;

Box, Pod, Pad, Link, Hub, Talks; forming

Telepod, TeleHub, Interpod, Interhub, Edipod, Edhupod, GovLink, TeleLink, TeleBox, eTalks etc.

The word Pod is preferred over Hub as it better represents the integration of building and

technology, while Tele is preferred over other prefixes as it leads on from the well understood

Telecentre; thus TelePod.

BRANDING

Some alternative branding solutions have been explored in this study, see Appendix 3. The following

is suggested for use in promoting the TelePod concept.

The TelePod logo has the following attributes that help explain the product concept:

Broad horizon, blue sky and red earth, indicating remote locations

Iconic roof shape indicating shelter

Wi-Fi symbol indicating telecommunications

Wi-Fi symbol penetrating roof, indicating that facilities are protected

The TelePod logo can be used in a variety of places, such as

Letterhead / email footer

To brand and coordinate all marketing materials

Legal advice would be required to determine a brand name, to establish availability to be

trademarked. Until then TelePod should be used only as a label and a graphic, not as a trademark.


P a g e | 34

FEASIBILITY The TelePod is a feasible concept for Yawuru IT Services, under the right Success Conditions. The

following must be met for Yawuru IT Services to realise the full potential of the TelePod concept.

Success Conditions Comments Result

1. IT capacity within the Yawuru TI Services

There are several persons connected to the business whose skills appear strong and are complementary.

2. Experience with similar IT infrastructure to what is proposed for the TelePod

Marra Worra Worra demonstrates application of the required IT skills.

3. Able to put a demonstration TelePod forward for review, comment and development

A demonstration TelePod is being planned as part of Notre Dame University Natural Resource Management and TeleHealth Research. Other paths to a demonstration should be explored

?

4. Strategic relationship with building designer and supplier

Good and supportive relationships exist with ESM Group.

5. Able to show cost advantages to standard solutions

ESM Group is competitive with other building providers. Other suppliers can be approached to verify budgets.

?

6. Able to show performance advantages to standard solutions

Thin Client architecture and Software-as-a-Service gives less maintenance-related down time and is more easily maintained from a distance.

7. A concept that is technically sound and would deliver the intended benefits

Within the scope of this study, the TelePod concept in general appears sound.

8. An IT approach that has been independently audited by recognised IT experts

Within the scope of this study, the TelePod IT concept appears sound.

9. A building solution that has been independently audited by recognised building system experts

Within the scope of this study, the TelePod building concept appears sound.

10. Able to explain and position the concept to potential customers

The descriptions are becoming more complete, informative and persuasive.

11. Able to develop and sustain a professional image and profile

Good branding options have been developed

12. Able to win Government capital funding

Similar solutions have been capital funded by Government

13. Has the management skill to run the business.

Mr Robinson has the skills to continue to improve and develop the TelePod concept Mr Robinson has shown the ability to seek and take advice and is able to delegate responsibility. Mr Robinson will require support in other management areas.

?

14. Able to convince Government to lease TelePods as a means to deliver their services remotely.

This is not required for large scale national roll out, but would transform the impact of the TelePod across remote Australia. Within this scope of this study, this question could not be determined.

?


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CONCLUSION The TelePod concept is sound and appears feasible within the scope of this study. Orders for

TelePods could be fulfilled at a profit and would deliver valued services to communities. Yawuru IT

Services has the capacity to support TelePod clients in the Kimberley.

To realise its larger potential across Western Australia and indeed across Australia the concept must

be presented and promoted to various government agencies as it is their acceptance that allows

funds to flow and which allows it to become part of the Nation’s infrastructure solution for remote

communities. To achieve this support the higher standards of Government purchasing departments

for vetting and review of new technologies must be respected, which means further independent

analysis would be required if those much larger markets were to be targeted. Further analysis would:

1. Examine the IT solution proposed and verify the architecture can deliver the required

performance;

2. Validate the TelePod for use in both Education delivery and TeleHealth; and

3. Verify the building system.

In part this can be satisfied through the establishment of a demonstration TelePod in Broome where

its performance can be assessed by potential customers. Funding for this demonstration could be

provided by a Public/Private partnership.

Applications by communities for funds to purchase a TelePod have good prospects and will have

better prospects as the TelePod system become increasingly recognised and endorsed by Indigenous

groups and within the Indigenous Government and Non-Government services industry.

A supporting business plan will be developed to accompany this feasibility study and to focus efforts

on

1. Building acceptance of the TelePod solution;

2. Seeing a successful demonstration project;

3. Ensuring that prices and costs are feasible;

4. Pursuing pay as you go funding strategies for communities; and

5. Ensuring that management support is available as needed.

Further study is required to confirm a long term funding path that would see Government Health and

Education providers gain access to communities by using the TelePod solution for a monthly fee.

With this funding mechanism in place, several hundred TelePods across Australia would alter the

education and quality of life of thousands of Indigenous people and thereby unlock new potential for

Indigenous Business.

This further study should be jointly funded by IBA and potentially FaHCSIA.


P a g e | 36

APPENDIX 1 – ESM GROUP CAPABILITY ESM sheet metal fabrication, steel framed housing construction, and steel sheds provides solutions

for all industries: mining, farming, fishing, building as well as the general public.

ESM GROUP offer steel fabrication of mild, galvanised, zincanneal, zincalume, stainless steel and

aluminium. ESM GROUP works with thicknesses from .4 mm through to 20 mm, and all types of

circular, rectangular and square tubing. A service for design/engineering and fabrication of structural

steel is also available.

ESM GROUP is based in Esperance with a very large fabrication facility and a truck fleet capable of

delivering to the Perth metro area overnight and to all of Western Australia in days.

Because of the large quantity of fabrication work done the workforce is extensive and extremely

capable and is able to meet very short lead time demands. This is critical for being able to fulfil

standard orders within 14 days of a confirmed purchase order.

CURRENT MACHINERY

ESM GROUP has sourced the best machinery from Europe, including a positive/negative numerically

controlled bender for up to 20mm steel, which means complex designs are produced in house

without the logistical delay of having to integrate inputs from other suppliers. ESM GROUP is a

turnkey steel construction provider.

90 ton, 5 metre hydraulic bender

4.4 metre guillotine

60 ton, 2.4 metre hydraulic bender

2.5 metre guillotine

3 x sheet rollers

90 ton punch and shear

Sectional pipe/rhs roller

3 dimensional semiautomatic mandrel bender

CNC roll forming machine (housing and sheds)

2 x overhead cranes

2 x fork lifts

Spot welder

Numerous welders, including tig, mig, pulse mig & spot

pneumatic cold saw

CNC positive/negative folder slitter, 6500mm long


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APPENDIX 2 – NBC ABORIGINAL CORPORATION

BACKGROUND

NBC Aboriginal Corporation is an Aboriginal owned organisation that has been working in the design

and project management consultancy areas since 1993 in Western Australia. (NBC Darwin from

which NBC Aboriginal Corporation formed has been active in Western Australia from 1986). In this

time the organisation has acquired a respected reputation from clients and funding agencies for the

reliability and quality of its work.

NBC Aboriginal Corporation is owned by three West Kimberley Aboriginal resource agencies, Marra

Worra Worra (Fitzroy Crossing), Winun Ngari (Derby) and Mamabulanjin (Broome). Representatives

of each agency sit on the management committee to ensure that the organisation provides a service

to its clients which reflects both life in remote and regional Australia and the specific needs of

individual communities.

PHILOSOPHY

NBC's wide ranging resources, expertise and experience is reflected in the diversity of projects it has

undertaken. Foremost in the company's philosophy is a commitment to facilitating effective

participation and management in all aspects of developing projects.

NBC is a not-for-profit organisation and supports Aboriginal people and corporations in educational

and other initiatives for which funds are not otherwise available. The company does not receive any

funding other than that generated on a fee for service basis to our various clients.

EXTENT OF SERVICES

The services currently offered by NBC include:

community resource/infrastructure research and planning

housing investigations and research

health facilities investigations and research

design and contract administration services

interior design services

feasibility studies

project management

policy, program assessment and research

CAPACITY

NBC carries out a broad range of projects from temporary accommodation to multi-residential

infrastructure projects, remote transportable clinics to large hospitals, clinics, schools and aged care

facilities. NBC has or is currently working with approximately 25 Indigenous communities and

outstations and several government departments and funding bodies.


P a g e | 38

Our main clients are Indigenous communities and organisations throughout northern and central

Australia including the Kimberley and Pilbara regions of Western Australia, Northern South Australia

and the Northern Territory.

DAVID SWALLOW

Senior Architect and Project Manager

B. Arch. Manchester Polytechnic, 1977, Dip. Arch. Manchester Polytechnic, 1979

Registered Architect (WA and SA)

David joined NBC Aboriginal Corporation in 1998 following a ten year period as senior architect with

a large multi-disciplinary company in Adelaide. He has over 30 years of professional experience as a

quantity surveyor, university lecturer and architect in England, Nigeria, Singapore and Australia.

David has developed specialist skills in low cost housing, aged care accommodation, hospitals and

health centres.

As project manager for a large range of, office, housing, aged care, health care and hospital projects,

David has been closely involved with clients and users in all aspects of the design and project

management process.

David's current and recent projects as project manager include 10 Community House for MG

Corporation, Kimberley Satellite Dialysis Centre, Balgo Community Multi-Purpose Clinic, Halls Creek

Hospital, Horizon Power West Kimberley Regional Office, Marra Worra Worra Office, Bilgungurr

Housing Assessment, Ngiyali Roadhouse, Djarindjin Roadhouse, West Kimberley Regional Prison, staff

houses and school buildings at 10 remote communities for the Building the Education Revolution

programme and several Kimberley housing projects.

David recently retired as co-manager of NBC Aboriginal Corporation but continues as a senior

architect and project manager, responsible for all aspects of project design and management and

specialising in administrative procedures.


P a g e | 39

APPENDIX 3 – ALTERNATIVE BRANDING OPTIONS

PREFERRED

DERIVATION

i http://www.orionsat.com.au/wp-content/uploads/2012/03/SCPC-Solution.pdf ii http://www.ato.gov.au/content/downloads/ind00313557n19960612.pdf

Paul Lane Aboriginal Independent Schools Support Services – John Hill locally – several smaller independent schools – eg Balgo area, central clinics, regional resources Tjurabalin area, 40, 60 130, pooling

opportunity.

Likes the demo concept – 1998 proposal

http://www.orionsat.com.au/wp-content/uploads/2012/03/SCPC-Solution.pdf

http://www.ato.gov.au/content/downloads/ind00313557n19960612.pdf

yawurufeasibility dec06 finaldraft

Documents

services telepod

demonstration telepod

telepod system

telepod solution

telepod proposition

entire telepod

government services

mr robinsons telepod