Rotherhithe Community Broadband Business Plan Proposal

Transcription

1 Rotherhithe Community Broadband Business Plan Proposal Affordable Broadband for All

2 Introduction The market failure in broadband provision in Rotherhithe is widely acknowledged. There is no prospect of the community gaining widespread next-generation broadband before 2018 unless an innovative solution is delivered. The national providers Virgin and BT have no plans to extend their hybrid-fibre networks into Rotherhithe and smaller players such as Hyperoptic will only handle multi-residence premises. The has undertaken a feasibility study of an alternative solution that leapfrogs the current mainstream providers and provides a high-speed, low cost and locally owned solution. We believe the creation of a fibre network run and managed by the community itself offers the prospect of social and economic gains alongside a nimbler, more comprehensive and responsive service model. Competitive Environment BT Openreach provides a hybrid-fibre network to most parts of the capital. However in Rotherhithe, the fibre cables have never been laid. BT Openreach currently offers residents and local businesses a direct to exchange wiring which is inadequate for all but the most minimal traffic. They estimate that replacing the current low volume offering with super-fast broadband (i.e. up to 76Mbps) will cost 5-10M and once agreed, will take 18 months to plan and a further 18 months to install. Even this provision does not adequately future-proof the service as use of broadband accelerates. Virgin provides the schools in Rotherhithe with broadband but have no plans to expand this to domestic or small business customers. Hyperoptic are an agile competitor with a proven track-record of delivering symmetric super-fast broadband to several blocks of flats in Rotherhithe. Their model of fibre to the premises offers residents in those developments access to up to1gbps broadband. A number of the development leaseholders are taking up their service but the overall costs are relatively high and may tie the customer into the service for a lengthy period. The service is also restricted to multi-residence premises. The Community Solution Having considered a community-led and-managed solution, the Group has prepared a feasibility study that lays out in the most basic terms the way in which a social enterprise might best deliver to this vision. To do this, we have made reasonable assumptions and drawn on other community initiatives that lead us to believe this project is worth taking further. We believe that the time has come to commit to a full business plan that will fully test those assumptions, draw on the experience of others and seek the technical opinions that are not yet available. We are confident that this solution can invigorate the local economy, provide new skills and jobs for local people, bring high speed broadband to the most deprived and isolated, create an organisation ambitious for new challenges and safeguard the position of Rotherhithe for the long term. Most of all it will deliver a synchronous, next-generation broadband to every premises in Rotherhithe and Surrey Docks wards more quickly and more cheaply for the consumer than any other approach. 1

3 The Business Plan We are seeking a plan that has examined the options for a community-owned and -managed enterprise, providing a robust and ambitious map of our way forward. We are aware that the plan needs to address in particular: Governance proposals including the most appropriate legal framework to ensure community participation with effective leadership and management. Civil engineering proposals dealing with the practical implementation of the fibre network and the hurdles, tensions and dilemmas that will arise. Market research proposals identifying how the new company will assess the levels of customer interest, stimulate market share and support the inevitable account churn. Project management insights regarding phasing, dependencies, critical path and key risk management. Legal and financial advice addressing raising the necessary capital and revenue, sustaining positive cash flow and working within models of good business practice. Training models for delivering our ambition to provide jobs and training to local community members to a high specification and using accredited courses. Business advice regarding appropriate staffing levels, commercial partnerships, growth forecasts and expectations of turning surplus. Most of all we seek a critical friend who will help the Broadband Group turn an ambitious proposal into a practical, costed and timetabled plan for effective delivery. Details and costs for the Business Plan are set-out in the appendix. Management of Business Plan To ensure transparency a company Rotherhithe Community Broadband Ltd. has been established to deliver the business plan. A project group has been established to oversee the management of the business planning process. Details of project group members are set-out below: Pauline E Adenwalla After reading Computer Sciences at college, Pauline spent several years working as a computer programmer and analyst for a number of well-known international organisations, including BP and Warner Lambert. She moved on to become a Director of a management and computer consultancy group, a post she held for seventeen years. She specialised in the computerisation of management information and business systems. In the late 80s she decided to extend her voluntary activities and worked in the computer field in a number of developing countries. Since 1994 apart from being an OFSTED Lay Inspector, she has immersed herself in work within the community, becoming a school governor, Chair of Canada Water Consultative Forum, Director of a Community Charity Shop and Secretary of various Associations. She is also a volunteer with National Trust and Time & Talents. 2

4 Damian Belson Damian started his career as a primary school teacher and then moved on to work in Local Education Authorities as an ICT consultant, promoting and supporting the effective use of technology and the internet in teaching and learning. During this time he was a member of the South East Grid for Learning strategy group, providing a single secure private network for over 3000 schools across 18 Local Authorities. Damian then worked as an instructional designer, developing education systems and materials for a range of public and private bodies, including BT. He currently develops management, information and learning systems for local authorities. He sees the use of the internet as fundamental in how most people live their daily lives and wants fast, reliable and affordable broadband available to all in his community. Brian Hodge A retired Senior Local Government Officer with over 31 years of service in local economic development and regeneration with considerable experience in developing locally based projects. A qualified and experienced project manager delivering a portfolio of economic projects over the years. Has been closely involved in local planning issues a local resident for over 25 years who has an interest in local history and relaxes to folk music in the English indium. Mark Parker Mark Parker has worked in the voluntary and health sectors for much of his career. Most recently he was a senior manager in a national community development network, heading a team responsible for research, evaluation, communications and policy. He went on to study for a Masters in Community Organising in and has now completed two years stimulating community action from Southwark's grassroots. He writes extensively about Rotherhithe for the I Live in SE16 website and plays an active role in local affairs. He volunteers as a generalist advisor with Citizens Advice and a Board member of both Community Action Southwark and the national Community Organisers Company. He has lived in Surrey Docks and Rotherhithe since Risk Analysis The risks to the preparation of the business plan are limited to the delivery by consultants on time and to budget. The Project Team has many years experience in managing projects and will ensure that once funding is available the project time timetable of 3 months to completion is achieved. The lack of total funding would place parts of the project in difficulty however by splitting the elements in smaller contracts it will be possible to produce the business plan step by step. 3

5 Appendix: Costs Business Advice 12, Consultancy 7, Training 5, Civil Engineering 18, Consultancy 5, FTTH Planning Software 9, OS Map Data Hardware Training (QGIS/Network Software) 0.00 Training (FTTH General) 2, Training (FTTH General) Quantity Surveying 5, Consultancy 5, Project Planning 5, Consultancy 5, Software Financial 5, Consultancy 5, Market Research 4, Material Design 1, Online survey Leaflets 1, Posters Stand 1, Newspaper ads 1, Misc Contingency 4, Sub-Total 55, VAT 11, Total 66,

6 Civil Engineering Network Planning Production of comparative network infrastructure plans (technologies/areas), detailing what is to be deployed, where it is to be deployed and a sequence for roll-out. Geographic Information System (QGIS) FTTH Planning Software (Fibreplanit) OS MasterMap with Address Layer Hardware (Laptop) Training (QGIS/Planning Software) Consultancy on network requirements and to validate viability and accuracy of plans. 6 weeks (2 weeks planning/training, 4 weeks delivery) Core Deployment Review of deployment methods. Quotes for delivery of core network including requirements, techniques to be deployed, delivery time and potential notice and start dates. Network plan with resources required. Consultancy to produce requirements documentation and check quotes are viable and accurate. 5 weeks (1 week planning, 4 weeks delivery) Prerequisite: Network Planning. Customer Production of plans for customer connection to core network (connection and equipment), including average time/cost per property as well as outline costs for each type of property to be connected. Network plan with resources required. Consultancy to check costs are viable and accurate. 4 weeks (1 week planning, 3 weeks delivery) Prerequisite: Core Deployment. 5

7 Implementation Deployment Production of deployment management options, (self/partnership/concession). Consultancy on management options, staffing levels and staff specifications. 4 weeks (1 weeks planning, 3 weeks delivery) Prerequisite: Network Planning. Network Management Production of comparative network management options, (self/partnership/concession). Quotes for management of network including staff and equipement. Consultancy on management options, staffing levels and staff specifications. 5 weeks (1 weeks planning, 4 weeks delivery) Prerequisite: Network Planning. Project Planning Project Planning Plan and manage the production of the business plan. Produce network roll-out plan. Consultancy set up and advise on use of project plans. Ongoing (2 weeks planning/training) 6

8 Marketing Market Research Report on the community interest and potential uptake. Online survey Marketing materials Newspaper ads Research personnel (community volunteers) 8 weeks (2 weeks planning/production, 6 weeks delivery) Marketing Raise awareness of the community solution to residents Marketing materials Newspaper ads Networking (social and physical) Ongoing (2 week planning/production)