2010 Australia - National Broadband Network

Publication Overview

This annual report offers a wealth of information on the trends and developments taking place in the e-government, e-health and e-education sectors. The report analyses the issues surrounding the growth of such services and includes global and regional information. Comprehensive information on the exciting developments taking place on a regional level is also provided.

Subjects covered include:

  • NBN Co and infrastructure;
  • Trans-sector thinking, approach and projects;
  • Deployment strategies;
  • Competition and regulations;
  • E-government market overview, analysis and statistics;
  • E-health market overview, analysis and statistics;
  • E-education market overview, analysis and statistics.

Researcher:- Paul Budde
Current publication date:- November 2010 (2nd Edition)
Next publication date:- November 2011

 

Executive Summary

NBN - Opening up large new investment opportunities

The Australian government’s decision to launch a $43 billion national fibre-to-the-home broadband network is an unmistakable indication that broadband has been acknowledged as essential infrastructure. It fulfils a national purpose as its trans-sector multiplier effect delivers massive social and economic benefits in healthcare, education, energy and the environment.

A digital economy requires an open broadband infrastructure, and for that infrastructure to work it is essential that it be built by a national utility (in Australia, NBN Co). There are certainly questions concerning the business model and the investment plan; however widespread support exists for the visionary plan.

The most important ingredient in the success of the Australian National Broadband Network (NBN) will be the infrastructure company running the network, NBN Co. It has to make the critical architecture and design decisions that will form the basis of the new infrastructure for at least the next 25 years. It will be essential for the network to facilitate the vision laid down by the government, which includes multiple use of the network by other sectors such as healthcare, education, energy, etc.

At the same time the company will need to ensure that it remains an infrastructure company and does not become another telco.

This report also discusses issues around technologies such as network operation centres (NOC), the optical network terminal (ONT) and IPTV versus RF video.

From vision to implementation

After the vision comes the actual design and rollout of the network.

Australia was the first country to get the national purpose vision right. The USA soon followed and is now showing real leadership as well. The Netherlands and New Zealand are also on the right track. The European Union, OECD and United Nations have all given their support to this new concept. Economic and trans-sector innovations are now key items on the political agenda of many countries.

However, when it comes to deployment there is no silver bullet and each individual situation generates its own set of unique implementation models.

The report discusses a new approach, which applies across infrastructure projects and looks at the potential synergies between the building of roads, sewerage systems and water and gas pipe networks, as well as telecoms and electricity networks.

New social and economic policies and strategies need to be taken into account in the design and architecture of the infrastructure. Pragmatic solutions must be developed to maximise the use of existing infrastructure and other resources. Under-served areas need to receive priority and local communities and local government can play a key role in this. Wireless broadband will play a major role as well.

These early projects could also be an ideal testing ground for trans-sector applications, and this report explores these at a high strategic level.

Transition period and regulatory reforms

The NBN will certainly change the game. While there will be a transition period where some of the old activities will persist there will be an increasing move towards the new environment. The players will begin to realign themselves and, in preparation for the new world, many will start changing their business plans well before that time.

Nevertheless, while accepting the inevitability of a transitional stage, the government has produced a far-reaching regulatory regime change publication that leaves no doubt that the old days (when the incumbent was able to game-play the regime, creating endless delays and stifling competition) have gone forever. In the end the outcome of the new framework will be aligned with the goals of the NBN, and negotiations and discussions aimed at shaping this new environment are already taking place.

Australia will be the first country in the world in which the entire industry will adopt a new plan for the future. In the past strategies were based on ad hoc decisions and there was little room for long-term planning. The market survived on the crumbs that fell from the Telstra table, and on regulatory relief, which often took many years to eventuate and was often too late to help a starving competitive environment.

Industry transformation for Telstra and the other players

In the past uncertainty has been a major obstacle. All decisions depended on Telstra’s response.Those who developed their own independent plans quickly discovered that Telstra’s reach was long and deep. Examples of this are TransACT in Canberra and the Unwired service. Even larger companies like Optus and AAPT (Telecom New Zealand) struggled to set their own course.

The single most important element of the NBN is that it will provide certainty for the industry about future directions. There will be problems, and the outcome will not be perfect, but for the first time individual companies will be far more in charge of their own destiny.

Soon after the NBN was announced in April 2009 Telstra realised that change was inevitable. It reacted swiftly. A new management team was appointed, led by the new CEO, David Thodey. Telstra immediately declared its support for the NBN and its willingness to work with the government. The company also put its weight behind the trans-sector concept, which will be the conduit to new revenue. Negotiations have been tough but a Heads of Agreement was signed in June 2010 and support for the government’s regulatory reforms followed in October that year.

New revenue streams from new sectors

Initiatives are already being undertaken in the areas of smart grids, education and healthcare. Further action is expected to ensure that the business that will be generated from these sectors can be taken into account within the NBN business plan. This report provides an overview of the key sectors, plus a summary of the first trans-sector projects initiated by the government.

For more than a decade the traditional media has been on notice in respect of the changes they will be facing with developments in the digital media market.

So far they have failed to take decisive action – partly due to their fear of cannibalisation, and partly because their business models do not cater for swift business action. This has brought about a decline in their revenues, but, far more importantly, they have failed to seize a share of the new market, which is now dominated by newcomers such as Google, YouTube and Facebook.

The NBN is the next stage. Here again the media have largely been absent from this debate, but the NBN will create changes, with new revenue options. The traditional media players can take a leadership role, looking at the trans-sector opportunities the NBN has on offer – or they can simply copy their outdated models onto the NBN, perhaps by using the wholesale services of a telco. However, for the next decade, their attention will mainly be on Digital TV rather than on the NBN.

E-health may become an area in which key killer applications emerge – applications that utilise truly high-speed broadband networks. By 2020 this may perhaps account for as much as 25% of the NBN’s income.

All of this will assist the industry to double its size to around $80 billion by 2020.

New applications

The Australian government is leading the way in strategic trans-sector thinking, linking e-health developments to the NBN. Early diagnosis and after-treatment patient monitoring are two areas where significant synergies may be found, using applications provided to users at home.

As the financing of the Australian public health systems becomes increasingly costly an opportunity exists to lower these costs through more effective use of web services for healthcare consumers. With widely available and cost-effective high-speed broadband infrastructure e-health will be in a position to enable all customers to benefit from advances in medical technology and medical services.

Over the next five years the use of IT and telecommunications technology within educational environments will also increase dramatically, as high-speed fibre-based broadband becomes widely available in Australia. Simultaneously, the capability of Internet services in relation to e-education is set to increase enormously over the next decade as well. To a large extend this trend will be driven by schools, universities and their educational staff.

With its large landmass and relatively small population Australia is an ideal market for remote education services. As such Australia is home to many successful e-education service providers, as well as being a relatively important market for e-education services.

The Australian government already offers its citizens relatively sophisticated e-government services and, as with education, the establishment of a fibre-based broadband network may see the government improve and broaden the range of web services for which it is responsible.

Australia, therefore, is a fascinating and relatively advanced market for both e-education and e-government services. This report discusses related telecommunications infrastructure developments as well as trends and innovation related to the e-education and e-government services.

Many exciting developments will take place in 2011 in the area of smart grids. These developments will stimulate others to move on from demonstration projects and to progress from smart meter rollouts to smart grids.

Global involvement

Events that started in Australia in 2005 have grown into an international groundswell, with BuddeComm involved as a leading consultant with the governments in USA, UK, Netherlands, Australia and New Zealand, as well as with the United Nations (ITU/UNESCO).

The key to the concept is to release untapped social and economic benefits by using broadband as an affordable utility infrastructure to deliver a range of trans-sector services (healthcare, education, smart grids, etc). The industry has been working on the applications for over a decade but only with strong government leadership can these benefits be realised.

Broadband services uptake scenario forecasts of household penetration – 2015 - 2020

Broadband service charge p/m

Uptake 2015

Uptake 2020

$25

70%

Approximately 100%

$50

50%

80%

$100

10%

30%

(Source: BuddeComm estimates)

Note: This is different from the rollout uptake as the government is committed to 100% penetration

Data in this report is the latest available at the time of preparation and may not include the current year.

Table of Contents

  • 1. NBN Moving into 2011
    • 1.1 NBN Co is building the business model
      • 1.1.1 An outsider’s view of the National Broadband Network (NBN)
      • 1.1.2 Financial picture will be a pleasant surprise
      • 1.1.3 Praise for NBN architecture and design
      • 1.1.4 Be prepared – and expect the unexpected
    • 1.2 NBN rollouts need to include trans-sector projects
      • 1.2.1 The race to the next election
      • 1.2.2 Rollouts will need to be complemented by trans-sector projects
      • 1.2.3 Upscalable pilots will drive new business investment
      • 1.2.4 Regional projects can be the first cabs off the rank
    • 1.3 NBN spotlight now moving towards Telstra
      • 1.3.1 Clearing the way forward
      • 1.3.2 Telstra needs to show industry leadership
      • 1.3.3 Telstra fully supports trans-sector concept
    • 1.4 More NBN infrastructure deals
    • 1.5 Will Australia cash in on international interest?
      • 1.5.1 Global broadband focus is on Australia
      • 1.5.2 Overseas companies are already moving in
      • 1.5.3 Australian businesses should ready themselves for export
      • 1.5.4 Australia’s diplomatic service and Austrade need to lift their game
  • 2. Overview and Analysis of the NBN
    • 2.1 Overview of the National Broadband Network (NBN) plan
    • 2.2 Implementation issues
      • 2.2.1 Fundamental change to the economy
      • 2.2.2 People issues
      • 2.2.3 Business modelling – the key to success of the NBN
      • 2.2.4 Recommendations of NBN Implementation Study
    • 2.3 Socio-economic benefits
    • 2.4 Regional broadband
      • 2.4.1 New elections
      • 2.4.2 Regional politicians lacking action?
    • 2.5 Where is the user in all of this?
    • 2.6 Analysis of developments during 2009 and 2010
      • 2.6.1 Why shouldn’t we build the NBN? (late 2010)
      • 2.6.2 Trans-sector commitment to NBN is one step closer (mid-2010)
      • 2.6.3 Coordination of the various NBN segments (mid-2010)
      • 2.6.4 Research and development (R&D) missing out on NBN benefits (early 2010)
      • 2.6.5 NBN passed through Parliament (late 2009)
      • 2.6.6 Business becoming in charge of the NBN (mid-2009)
      • 2.6.7 NBN is moving in the right direction (mid-2009)
    • 2.7 Opposition broadband policies
      • 2.7.1 NBN turnaround - analysis late 2010
      • 2.7.2 First glimpse of policies
      • 2.7.3 Analysis of the Australian Opposition’s broadband policies
  • 3. Market Forecasts – 2015; 2020
    • 3.1 Overview
    • 3.2 Total overhaul of the industry
    • 3.3 Fixed infrastructure market
    • 3.4 Wholesale market
    • 3.5 The retail market
    • 3.6 Penetration forecasts
      • 3.6.1 Rollout penetration
      • 3.6.2 Broadband access penetration
    • 3.7 The mobile market
    • 3.8 The trans-sector market
      • 3.8.1 Forecasts – 2015; 2020
    • 3.9 The digital media market
    • 3.10 Business models and mergers and acquisitions (M&A)
      • 3.10.1 Fixed market scenarios
      • 3.10.2 Mobile market scenarios
  • 4. NBN Co and Infrastructure
    • 4.1 National Broadband Network Corporation (NBN Co)
      • 4.1.1 An infrastructure company
      • 4.1.2 The role of NBN Co
      • 4.1.3 Service Oriented Architecture
      • 4.1.4 Governance and management of the NBN Co
      • 4.1.5 Testing network design in first release sites
      • 4.1.6 Network Operations Centre for NBN
      • 4.1.7 NBN Co announce contractors for first build sites
    • 4.2 Open network = innovation and affordability
    • 4.3 Infrastructure considerations
      • 4.3.1 Collaborative services network concept
      • 4.3.2 Smart Grids and the NBN
    • 4.4 The network plan
      • 4.4.1 Overall design and architecture
      • 4.4.2 The backhaul network
      • 4.4.3 Points of Interconnect architecture
    • 4.5 External analysis of the Australian FttH architecture
    • 4.6 Fibre Deployment Bill
    • 4.7 The infrastructure
      • 4.7.1 Basic infrastructure
      • 4.7.2 The copper network
      • 4.7.3 FttH infrastructure
      • 4.7.4 Wireless infrastructure
    • 4.8 Technology issues
      • 4.8.1 The Optical Network Terminal (ONT)
      • 4.8.2 IPTV versus IPTV+RF
  • 5. Deployment Strategies
    • 5.1 Introduction
    • 5.2 Wholesale
      • 5.2.1 Robust regime based on previous experiences
      • 5.2.2 What about existing FttH users?
      • 5.2.3 NBN pricing infrastructure not telco-based
      • 5.2.4 NBN penetration forecasts
    • 5.3 Rolling out the NBN
    • 5.4 Telstra to trial copper-fibre transfer
    • 5.5 Regionalised rollouts
    • 5.6 Wireless broadband for rapid deployment
    • 5.7 Other quick-win areas
    • 5.8 Deployment requires an intelligent approach towards measurement
    • 5.9 Massive increase in efficiency, productivity and customer satisfaction
    • 5.10 Privacy is paramount
  • 6. Competition and Regulations
    • 6.1 Structural separation – commonsense has prevailed
    • 6.2 OECD gives Australia’s telecoms policy the thumbs up
    • 6.3 Regulatory issues
      • 6.3.1 Background
      • 6.3.2 ACCC’s involvement in the NBN
    • 6.4 Administrative and regulatory support
    • 6.5 Regulations - critical considerations
      • 6.5.1 Learning from other models
      • 6.5.2 Reform delusions
      • 6.5.3 USO Co
    • 6.6 Regulatory telco reforms
      • 6.6.1 Integration
      • 6.6.2 Competition models and opportunities
      • 6.6.3 Retail telcos modelled on media marketing
      • 6.6.4 Niche markets
      • 6.6.5 The mobile industry
  • 7. Industry at Crossroads
    • 7.1 NBN Analysis
      • 7.1.1 Full steam ahead after the 2010 elections
      • 7.1.2 More NBN infrastructure deals
    • 7.2 NBN opportunities for the main players
      • 7.2.1 Telstra
      • 7.2.2 Optus
      • 7.2.3 AAPT/Telecom New Zealand
      • 7.2.4 Macquarie Telecom
      • 7.2.5 Primus Telecom
      • 7.2.6 Internode
      • 7.2.7 iiNet
      • 7.2.8 Amcom
      • 7.2.9 TransACT
      • 7.2.10 TPG
      • 7.2.11 M2
      • 7.2.12 Austar
      • 7.2.13 Crown Castle
    • 7.3 The submarine cable conundrum
  • 8. Telstra
    • 8.1 Telstra and the NBN after the election
      • 8.1.1 Clearing the way forward
      • 8.1.2 Telstra needs to show industry leadership
      • 8.1.3 The company fully supports the trans-sector concept
    • 8.2 Telstra and government agree on NBN future
      • 8.2.1 Heads of Agreement (HoA)
      • 8.2.2 Analysis of the HoA
      • 8.2.3 History of the deal
    • 8.3 The new Telstra?
      • 8.3.1 Transforming the company
      • 8.3.2 BuddeComm and Telstra
  • 9. Early Projects
    • 9.1 Co-development of fibre and the digital economy
    • 9.2 Examples of FttH applications
      • 9.2.1 E-Health
      • 9.2.2 E-Education
      • 9.2.3 Metering and remote sensing
      • 9.2.4 Remote diagnostics
    • 9.3 The early NBN projects – rollouts
      • 9.3.1 Introduction
      • 9.3.2 Tasmania starts first phase of NBN rollout
      • 9.3.3 Backbone rollouts in regional Australia
      • 9.3.4 First release NBN mainland rollout sites
      • 9.3.5 Second release rollout sites
    • 9.4 Brisbane to build its own NBN
    • 9.5 The early NBN projects – trans-sector services
      • 9.5.1 Project for social services
      • 9.5.2 Adelaide blackspots receiving high-speed broadband
    • 9.6 Business applications
  • 10. Municipal Networks
    • 10.1 Trans-sector thinking and municipal broadband
      • 10.1.1 What is trans-sector thinking?
    • 10.2 Local government
    • 10.3 Municipal broadband
      • 10.3.1 Social and economic benefits
      • 10.3.2 Why should local government be involved
      • 10.3.3 High-speed communities
    • 10.4 Cities are taking charge
      • 10.4.1 Introduction
      • 10.4.2 Global lessons
    • 10.5 How to get started
      • 10.5.1 The local council model
      • 10.5.2 Framework for local government policies
      • 10.5.3 Steering committees
      • 10.5.4 Proactive local governments are essential
      • 10.5.5 Broadband rollouts
    • 10.6 How to move forward
      • 10.6.1 Quality and affordability
      • 10.6.2 Australian market has been on hold for five years
      • 10.6.3 Industry is ready to deliver applications
      • 10.6.4 Case studies from Wagga Wagga and Port Macquarie
    • 10.7 A city broadband agenda
    • 10.8 Broadband education
    • 10.9 City marketing
      • 10.9.1 The concept of Telematica
      • 10.9.2 Three strategic elements of Telematica
    • 10.10 Examples of tele-cities
  • 11. Trans-sector Model
    • 11.1 Trans-sector awareness update 2010
      • 11.1.1 2010 election put focus on trans-sector
      • 11.1.2 Sectors are starting to understand the benefits
      • 11.1.3 Commitment from Prime Ministers
      • 11.1.4 The NBN can pay for itself
    • 11.2 E-Services in the context of national broadband
    • 11.3 Introduction to trans-sector thinking
      • 11.3.1 Fragmented society requires cohesive leadership
      • 11.3.2 Problems in most silos
      • 11.3.3 National welfare depends on new ways of thinking
    • 11.4 A matter of leadership
      • 11.4.1 Obama’s leadership - a catalyst for change
      • 11.4.2 Digital Economy Industry Work Group (DEIWG)
      • 11.4.3 Work in progress: political leadership
      • 11.4.4 Trans-sector thinking at highest levels in Australia
      • 11.4.5 Towards trans-sector government
    • 11.5 Barriers to broadband adoption
    • 11.6 We lack the structures to implement trans-sector visions
    • 11.7 Multiplier effect for the NBN
    • 11.8 Trans-sector regulation
      • 11.8.1 Regulations need to be rewritten
      • 11.8.2 FttH will change telecom models
      • 11.8.3 Utilities-based regulation
      • 11.8.4 Taking away blockages
  • 12. Trans-sector Projects
    • 12.1 The key sectors
      • 12.1.1 Background information
      • 12.1.2 Telecommunications
      • 12.1.3 Media
      • 12.1.4 Government communication and information
      • 12.1.5 Healthcare
      • 12.1.6 E-education and E-science
      • 12.1.7 Smart grids
      • 12.1.8 Business
    • 12.2 Major trans-sector NBN projects
      • 12.2.1 E-education - Australia’s first trans-sector initiative
      • 12.2.2 Trans-sector project: smart grid/smart city
      • 12.2.3 Trans-sector project for social services
      • 12.2.4 Intelligent infrastructure
      • 12.2.5 Trans-sector project E-health
      • 12.2.6 Broadband trial of trans-sector applications
      • 12.2.7 Tasmania’s innovation strategy for NBN
    • 12.3 Smart communities and smart buildings
      • 12.3.1 Connected communities
      • 12.3.2 Smart communities - where to start?
    • 12.4 Cloud computing
      • 12.4.1 Introduction to cloud computing
      • 12.4.2 Cloud computing generates huge interest
      • 12.4.3 Cloud computing requires business strategies
      • 12.4.4 Cloud computing in the trans-sector context
      • 12.4.5 Optus launches cloud computing for businesses
      • 12.4.6 Telstra alliance on cloud computing services
      • 12.4.7 Clouds not yet on business agendas
  • 13. Changing the Media Model
    • 13.1 Open wholesale network key to change
    • 13.2 Industry wants wrong piece of the NBN action
    • 13.3 Industry needs to start changing
    • 13.4 New business models
    • 13.5 Breaking out of the silo
    • 13.6 Trans-sector thinking
    • 13.7 Media companies well-positioned to operate trans-sectorally
    • 13.8 Risk will be unavoidable – not taking it will be deadly
  • 14. E-Health
    • 14.1 E-health in the context of BuddeComm research
    • 14.2 Introduction to e-health
      • 14.2.1 Definitions, overview, challenges
      • 14.2.2 Healthcare challenges
      • 14.2.3 E-health: start with the professionals
    • 14.3 E-health and the NBN
      • 14.3.1 The NBN and healthcare – depending on each other
      • 14.3.2 Broadband supported ICT key to e-health
      • 14.3.3 Strategic trans-sector thinking
      • 14.3.4 Broadband-based healthcare solutions
      • 14.3.5 Large financial benefits
      • 14.3.6 The economic multiplier effect of infrastructure
      • 14.3.7 Market led by an enabling government
      • 14.3.8 From pilots and projects to national implementation
      • 14.3.9 Digital economy benefits
    • 14.4 The national health reform
      • 14.4.1 Introduction
      • 14.4.2 E-health high on the agenda
      • 14.4.3 E-health identifiers
    • 14.5 Optimising e-health
      • 14.5.1 Critical e-health assessment from Booz & Company
      • 14.5.2 Key conclusions
    • 14.6 E-health – key to the success of NBN – analysis
      • 14.6.1 Support collaborative services concept
      • 14.6.2 Patients will have a central role
      • 14.6.3 Intelligent personalised e-health
      • 14.6.4 Accountability and transparency
      • 14.6.5 NBN key to national e-health
    • 14.7 Public healthcare projects and pilots
      • 14.7.1 Government’s e-health – NBN policies
      • 14.7.2 Aged Care offers e-health solution
      • 14.7.3 E-health Neuroscience projects
      • 14.7.4 Broadband enabling better chronic disease management
      • 14.7.5 HealthInsite
      • 14.7.6 Australian Health Information Council
      • 14.7.7 Clever Networks programs
      • 14.7.8 Digital Regions Initiative
      • 14.7.9 Other public initiatives
    • 14.8 R&D projects and initiatives
      • 14.8.1 Melbourne University
      • 14.8.2 NICTA
    • 14.9 Private initiatives
      • 14.9.1 E-Health in the private hospital sector
      • 14.9.2 iSOFT
      • 14.9.3 E-Prescriptions – ArgusConnect, PSLnet and Medseed
      • 14.9.4 Aged care and comprehensive medical assessments – HealthCube
      • 14.9.5 E-Health trial in Queensland – Data#3
      • 14.9.6 Fibre for greenfield projects – Access Health
      • 14.9.7 South Australian Internet health record system – emerging systems
      • 14.9.8 Remote diagnosis – Kestrel Computing
      • 14.9.9 Video consults – Cisco
      • 14.9.10 Home care monitoring
      • 14.9.11 Patient e-health monitoring service
      • 14.9.12 Electronic health records – Smart Health Solutions
      • 14.9.13 Telstra’s e-health initiatives
      • 14.9.14 Mobile e-health for aged carers
  • 15. E-Education and E-Government
    • 15.1 Education and the need for NBN
    • 15.2 New vision for e-education
      • 15.2.1 Australia’s first trans-sector initiative
      • 15.2.2 A standardised e-education system
      • 15.2.3 Risk of failure – people, not technology
      • 15.2.4 Interactive and personalised education system
      • 15.2.5 Expanding the teaching profession
      • 15.2.6 From medieval schools to a digital society
      • 15.2.7 It is all about economic benefits
    • 15.3 Funding for e-learning – 2011
    • 15.4 NSW schools get fast broadband
    • 15.5 Remote laptops from OLPC
    • 15.6 E-education infrastructure initiatives
      • 15.6.1 National government policy – FttH to the schools
      • 15.6.2 A national broadband network for Catholic schools
    • 15.7 E-education content in Australia
      • 15.7.1 Australia’s largest online library
      • 15.7.2 E-learning from ACS
      • 15.7.3 Media literacy
    • 15.8 E-government
      • 15.8.1 Outline
      • 15.8.2 Survey on e-government services usage
      • 15.8.3 Conclusions
      • 15.8.4 Government deploys national TelePresence system
  • 16. Smart Grid
    • 16.1 Value of Australian smart grid market
    • 16.2 Key trends moving into 2011
      • 16.2.1 Price of electricity to double
      • 16.2.2 Smart grid: $5 billion in annual benefits
      • 16.2.3 Smart grids and CO2 emission savings
    • 16.3 New Government initiatives
      • 16.3.1 Prime Minister’s Task Group on Energy Efficiency
      • 16.3.2 Smart grid to deliver renewable energy
      • 16.3.3 The Prime Minister on smart grids
    • 16.4 Policy Analysis
      • 16.4.1 Can we develop a holistic policy?
      • 16.4.2 Smart grid concept gathering momentum
      • 16.4.3 Smart grids require policy changes
    • 16.5 Regulatory framework
      • 16.5.1 Confusion regarding regulations
      • 16.5.2 Action needed
      • 16.5.3 Facilitating smart grids
      • 16.5.4 International benchmarks
      • 16.5.5 New spectrum proposal boost for smart grids
    • 16.6 Industry still searching for direction
      • 16.6.1 Meters in Victoria not so smart
      • 16.6.2 Electricity industry still not sure about smart grid
    • 16.7 Industry Transformation
      • 16.7.1 Utilities need to be modernised
      • 16.7.2 Technology solutions need to be followed through
      • 16.7.3 The need for a trans-sector approach
      • 16.7.4 Energy saving not in the interest of the owners of the retailers
    • 16.8 ICT solutions for global warming and energy saving
  • 17. Glossary of Abbreviations
  • Table 1 – Initial take up rate NBN – late 2010
  • Table 2 – Household penetration broadband uptake scenario forecasts – 2015 - 2020
  • Table 3 – NBN uptake scenario forecasts 2015 - 2020 (household penetration)
  • Chart 1 – Market share of NBN trans-sector market – 2020
  • Chart 2 – NBN services revenue estimates by market share – 2015
  • Chart 3 – NBN services revenue estimates by market share – 2020
  • Exhibit 1 – Economic benefits of broadband – overview of surveys
  • Exhibit 2 – Key applications of a digital economy
  • Exhibit 3 – Trans-sector benefits
  • Exhibit 4 – Case study – The social and economic benefits of broadband
  • Exhibit 5 – Key broadbanding steps
  • Exhibit 6 – Some application bit rates
  • Exhibit 7 – Economic effects of trans-sector broadband
  • Exhibit 8 – Smart Homes
  • Exhibit 9 – Definition: cloud computing
  • Exhibit 10 – Amazon Web Services
  • Exhibit 11 – Costs of e-health plan
  • Exhibit 12 – Funding for e-records
  • Exhibit 13 – Background information on the Clever Networks program

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Number of pages 206

Status Archived

Last updated 3 Nov 2010

Analyst: Paul Budde

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