Page 11 ---------------------------------------------------------------------------- ####### ######## ######## ########### ### ### ## ### ## # ### # Interpersonal Computing and ### ### ## ### ## ### Technology: ### ### ## ### ### An Electronic Journal for ### ######## ### ### the 21st Century ### ### ### ### ### ### ### ## ### ISSN: 1064-4326 ### ### ### ## ### January, 1994 ####### ### ######## ### Volume 2, Number 1, pp 11-21 --------------------------------------------------------------------------- Published by the Center for Teaching and Technology, Academic Computer Center, Georgetown University, Washington, DC 20057 Additional support provided by the Center for Academic Computing, The Pennsylvania State University, University Park, PA 16802 This article is archived as MCGREAL IPCTV2N1 on LISTSERV@GUVM ---------------------------------------------------------------- THE NEW BRUNSWICK NET: THE 21ST CENTURY NOW Rory McGreal, Executive Director TeleEducation New Brunswick A New Brunswick government position paper for the Premier's special committee of deputy ministers on the Electronic Highway [The province of New Brunswick is in the Maritime region of Canada bordering the state of Maine. It has an area marginally smaller than that of Maine (28,354 sq. miles) and has a population of 760,000. It is an officially bilingual (French and English) province. The capital city of Fredericton has a population of 55,000 and the two other major cities are Saint John (120,000) and Moncton (85,000).] "The telecommunications sector has had pervasive and positive effects on the nation's economic performance and competitive position." - Pennsylvania Telecommunications Infrastructure Study, March 1993 Rapid progress in the development of telecommunications is leading to a convergence of technologies. Computers, telephones, televisions, fax machines, video cameras, satellites and other technologies are all becoming interdependent. In education, this trend is revealed as a propensity towards the convergence of traditional education with distance education and computer-based training (CBT). Students are now uploading CBT assignments Page 12 on-line and sitting in on lectures delivered from across the continent and the world. Businesses are subject to this trend. Computer companies are integrating with telephone companies that are trying to swallow up cable companies. Publishing companies are integrating with electronic companies and graphic design centres. Businesses and educational institutions are discovering that without direct and immediate access to available information, they can lose their competitive edge. They are turning to the Internet for their information needs. For the future prosperity of its citizens, the province of New Brunswick must facilitate these developments and provide its citizens with full access to this tremendous resource. Internet is a worldwide web of distributed networks that connect millions of users via computers and modems. The number of users is presently rising by over 15% per month. It shelters an array of databases, user group servers and over 20 million Email addresses. Most of the information is available free of charge. This spring, a special provincial task force produced a report entitled Excellence in Education. A special subcommittee on distance education (Recommendation 2a) identified the need for access to a province-wide distributed network. This network would connect all the learning centres with the delivering institutions and with Internet. The Advisory Board of TeleEducation NB (formerly the New Brunswick Distance Education Network) has also identified the creation of this network as essential. As a top priority for the new network, the distance education team is already implementing this access in cooperation with NBTel at all our sites. The data network will be used for the delivery of courses, distribution of calendars and course information, library access, and personal communications with students. In addition, the network can be accessed by institutional administrations for student registrations, personnel records and external communications. Other uses, not yet thought of, can be anticipated. The Department of Advanced Education and Labour believes that this initiative could and should form part of the government's general policy. Different intra-government networks that now exist can be rolled over into one large network of networks. Other government departments have already taken initiatives to move this forward. The "one, big network" concept would also become an integral part of government strategy regarding imaging technologies. These were outlined in the Imaging Technology Report put out by the Department of Supply and Services this spring. It is seen as a major cost-savings measure for the government. Present communications costs can be rolled over into the one network accessible to all government departments. Thus, we can not only rationalize our existing Page 13 resources, but also position New Brunswick as a world leader in the use of information technology. A principal finding of the Pennsylvania Telecommunication Infrastructure Study was that investments in the modernization, development, and use of the infrastructure provide positive impacts on the state's economy. More significantly, the report findings show that the total investment in development may be the same over a thirty-year period. Up-front investment ". . . will generate additional jobs, income and tax revenues . . . and improve the overall competitiveness of the state. . . ." These Pennsylvania study findings could easily be generalized to most other states and provinces on the continent. New Brunswick is the only province or state with a fully digital fibre optic cable telephone system that serves every community within its boundary. Presently, all citizens can access the NB*Net which is a low speed data highway with limited services. This proposal is for the development of a provincial strategy to take advantage of the infrastructure in place and through cooperation among key players in the government and private sector to drive the development of a high speed network that will provide high technology services to the population. STRATEGIC DRIVERS It is important at the beginning to focus on the principal reasons why an initiative is undertaken. The strategic drivers for the formation and maintenance of the large network of networks are: 1. Attracting high technology companies to the province; 2. Providing local business with a competitive advantage; 3. Improving government services; 4. Increasing revenues; 5. Cutting costs; 6. Extending opportunities for education and training; 7. Enhancing Healthcare, Justice and Public Safety services. 1. Attracting Business Many companies are choosing to locate in places like Singapore and Kearney, Nebraska primarily because of their advanced fibre optic telecommunication infrastructures. New Brunswick is an entire province with this capability. High technology companies are attracted to locations with advanced infrastructures in place. The retention rate and the range of types of companies attracted by telecommunications are generally Page 14 very high. These companies also tend to help increase the competitiveness of existing businesses. An integrated province -wide network of networks would add considerably to the attractiveness of our present advanced infrastructure. Through telecommunications, courseware development companies for example can keep up to date and maintain their competitive edge by maintaining contact with outside companies in similar fields. At the same time, they can profit from, and enjoy the low cost of living, high quality of life and supportive business climate in the province. 2. Providing a competitive advantage to local businesses The network of networks will simultaneously be providing a competitive advantage to local companies. Companies rely for their survival on timely access to the most up-to-date information. They use data to identify changes as they happen. This permits rapid response times. Companies can then keep track of the marketplace and adjust when necessary before it becomes too late. Finding niche markets through the Internet is one of the most profitable uses of this global, commercial information highway. Local garages could, for example, use the network to share inventories of parts with other garages in their area and have access to the larger databases of the principal distributors in larger centres. An advanced network will benefit all users, but it should also disproportionately advantage smaller entrepreneurs as was pointed out in the Pennsylvania report. Small businesses in the rural areas of the province that are now deprived of the opportunity to participate should benefit the most. At the moment, the remote entrepreneur is disadvantaged. With electronic tendering, he or she would have access to government contracts on a more equitable basis with companies in the provincial capital. The network could prove to be crucial to the survival of many of our rural populations now suffering from unemployment and economic stagnation. 3. Improving government services All kinds of different government services can be delivered directly to the public on line. Presently, citizens must access government documents and other information at public libraries or at government offices near their communities. Most of the information desired is only available in Fredericton or in some larger centres. The distributed network would provide these services directly to the home of citizens with computers. Local community learning centres (telecottages) or malls, where special kiosks could be set up, can also be used to extend services to those citizens who do not own computers. By adhering to Page 15 standards, citizens should be able to access government information using their own choice of software and hardware. Transactions with the government like renewing drivers licenses could also be conducted on the network through electronic fund transfers from the home, using credit card numbers. Special kiosks at shopping centres could accept funds through credit card swipes. Validation stickers could then be posted out or printed out directly at the kiosk. 4. Increasing revenues Revenues can be accrued by leaping ahead of the other provinces technologically. New Brunswick, with a universal distributed network of networks, would be in a uniquely favourable position. The province could contract with the federal government to become the centre for the on-line distribution of federal information across the country. New Brunswick is a microcosm of the country and of any area within the continent. It has a representative mix of city and rural dwellers. As such we can sell ourselves as the best place for test-bedding new telecommunications software and hardware. The province could then become a clearinghouse for information on the latest developments in using new technologies. Moreover, a network, would provide local businesses with the ability to be more competitive. This should positively impact on the province's employment, income and tax revenues, particularly in rural areas, by breaking down the barriers of distance and isolation. Already, the Miramichi region with a population of less than 20,000 is becoming a provincial centre for courseware development. The local college is offering the first college level programmes in courseware and multimedia development. Small companies are sprouting up around the region. With the large network in place, these companies will be in an even better position to understand the world market and maintain their competitiveness. "The deployment of broadband services to 100% of the state's residential and business customers by the year 2030 will support jobs, income and tax revenues . . . . Faster deployment (by the year 2010) will generate additional . . . revenues and improve the overall competitiveness of the state. . . ." (Pennsylvania T. I. Report, 1993) 5. Cutting costs Large cost savings for the government are envisioned with the effective use of the network. By making the government information immediately available on site when needed, all Page 16 government departments should become more efficient. Departments can serve the public more effectively, giving them the most up-to-date information with less staff. Government meetings of all kinds can be conducted over the lines, thus saving on travel costs. Training sessions that necessitate time off work for travel can be held on-line. Intra- and inter- departmental Email messages can help to increase the effectiveness of government communications. Presently, thousands of government-sponsored informational booklets are printed, but are often not read. These documents, or relevant parts of them, would be downloaded and printed out by citizens only when they are needed. Timely updating can be done instantly on-line by one operator. General information in video and interactive formats could also be made available. The savings that are made by the network users are often not considered in economic decision-making. These are substantial. Adult students, particularly women with family obligations, find it very difficult, and often infeasible, to travel or live away from home to attend school. When they do not have to travel, they not only have a new opportunity, but they can also realize major savings. Sometimes, the cost of relocation is prohibitive and the opportunity for retraining is forsaken. There are also environmental savings, as fewer people have to be involved in travel to conduct their business or do their studies. 6. Extending education and training opportunities Increased opportunities for education and training are essential for New Brunswick to adjust to the information economy. Presently, there is a pressing need in all regions of the province for adult upgrading. Most jobs will require some form of post-secondary training. The network will ensure that all citizens will have access to the opportunities available. Schools could be expanded beyond the classroom walls to provide the highest quality teaching, based on the most current research and materials. The most distant, international exchanges will be realized while facilitating more direct communication with parents. In particular, minority groups like the disabled and Native people will have increased access. TeleEducation centres with network access are even now being established on reserves and in hospitals. Minority students will be able to learn, teach, and otherwise participate in programmes from their homes, villages or reserves. New technology allows for the mass delivery of educational programming. The super network is the central component of the delivery media to be used. Page 17 This year, the existing distance education network will be used for the delivery of university, college, high school and private sector training courses. Some of these courses will be delivered using NB*Net (the local Internet access service owned by the Telecommunications Company (Telco)). Moreover, others will integrate hypermedia, CD-ROMs, remote screen sharing and audiographic teleconferencing as well as interactive video. This will be accomplished using narrowband lines, so the courses will lack the power of the broadband capacity. The increased bandwidth of the super network could increase the richness of educational experiences by allowing for more visual images and motion video. This increased bandwidth should also meet the needs of organizations who are using more and more CBT applications for their education and training needs. Local distance education sites are being set up in schools, workplaces, libraries, college campuses, universities, homes, and community centres. The elderly will also have access to the network through programmes set up through the provincial TeleEducation network. These sites are being used to introduce the new technology to the residents of our remote communities. Education and training can also be used to phase in the super network as it is being developed. Local sites will provide a sheltered environment where residents can come, learn about and experiment with the on-line resources for their business, study or personal uses. 7 Enhancing Health, Justice and Public Safety services Health, Justice and Public Safety are other areas where the network could provide a crucial service. Teleradiology and two-way video diagnostics can be effectively used by general practitioners and specialists to cut travel costs for hospital staff and patients. Document sharing and two-way video for court appearances could cut down on government and citizens' legal expenses. In emergencies, the province-wide network could be used for special communications among citizens and for forwarding timely information to the Emergency centre. Public safety information could also be made available on line. There is a pressing need for the establishment of a working group that will urgently move the implementation of the network forward. The major stakeholders must be identified and invited to participate. Table 1 identifies some major stakeholders. They have been involved in discussions and could profit from sharing the same vision of a super network for the province. ACOA is the Atlantic Canada Opportunities Agency, an agency of the federal government that supports entrepreneurial activities in the region through grants and other means. There Page 18 are four universities in the province, three teaching in English and one one in French. The Cooperation Agreement on Entrepreneurship and Human Resource Development is a special federal provincial entente for promoting entrepreneurship using modern technology. NBTel is the local privately owned telecommunications company which serves the entire province. Fundy Cable is the major cable company that has capacity to reach more than 80% of the homes in the province. The CANARIE project is a federal initiative to build a high bandwidth fibre optic backbone across Canada and support the development of viable services that make use of it. Table 1 THE STAKEHOLDERS -------------------------------------------------------------------------- Contrib. Contribution Financial $ Other Expectations -------------------------------------------------------------------------- NB Government ? lines, nodes, space in none communities ACOA* $ .5m none Universities ? expertise, DE, equipment none infrastructure Cooperation Agr. $6.1m DE expertise none Private Enterpr. $13m business & training reasonable expertise profit NBTel $? existing infrastructure reasonable telecomm. expertise profit Fundy Cable $? existing infrastructure reasonable cable expertise profit CANARIE Project $1m none Local Communities physical space none Others (Larger companies like Irving, McCain's may become players; an expanded role from the federal government) ----------------------------------------------------------------------- [Ontario is the second largest and most populous province in Canada (412 000 sq. miles, 9.5 million people). Toronto is the capital city.] Page 19 Burdened with many different telephone companies and different physical environments, the government of Ontario is already moving towards an integrated network. Their provincial communications infrastructure, like many other jurisdictions on the continent, is far behind that of New Brunswick. They are planning to reach our level of technology sometime in the next century. Nevertheless, the August 1992 Report of the Advisory Committee on a Telecommunications Strategy for the Province of Ontario: Telecommunication: Enabling Ontario's Future outlines their commitment towards an integrated communications network for the province. The government of Ontario sees its role as pivotal in the promotion of the technology. Already, they have set up a province-wide "electronic village" for school teachers. Government plans to be the major user of telecommunications products and services for administration and for the delivery of government services and programmes. This not only increases its own efficiency, but also supports the overall telecommunications strategy. This initiative is being mirrored by other provinces and states across North America. The New Brunswick government must play a similar role. Our position as a smaller province with a more advanced infrastructure gives us a competitive advantage over other jurisdictions. Here, the basic infrastructure for high-speed data communications is already in place. Nearly every community in the province is now linked by fibre optics with digital connections. This technological advance however, will not last forever. There is a one or two year window of opportunity. We must take advantage of this lead by proceeding immediately, with a sense of urgency. In cooperation with the other major stakeholders, we must develop and implement a province-wide communications super network that takes full advantage of the technology that is in place. The following steps are suggested to ensure an achievable and affordable means of proceeding towards the implementation: 1. Establish an implementation work group made up of highly positioned representatives of the major stakeholders. Charge them with the development of a common strategic vision to implement the telecommunications superhighway in New Brunswick now. The vision must include an implementation plan with specific measurable goals and deadlines. 2. The work group must be flexible enough that it can co-opt experts from within and without the province when needed, and flexible enough to make rapid, abrupt changes in direction when necessary. Page 20 3. Within the government, in consultation with trainers, employees and their unions, all departments should develop an education and training program in the uses of the new technology and the implications of the new technology on their work. 4. Information technology must be made available to government workers, so as they can see the immediate relevancy of their training. 5. Government leaders should be seen to be making the transformation, by setting an example to all employees. Ministers and their deputies should encourage the use of teleconferencing and other technologies by their example. As one suggestion, the Premier could be given an account on NB*Net as a symbol of the government's commitment to change. (He could be the first political leader in Canada to do so. President Clinton has just announced an on-line address.) 6. Upfront money must be made available by all the participants. 7. A market analysis must be prepared showing that the partners understand how many people are prepared to pay how much in this province for the different services that they are planning on offering. 8. The carriers must show a willingness to reduce their tariffs if necessary to ensure that the product delivers can expect a share of profit from the activity generated. CONCLUSION The integrated distributed network is an urgent requirement for the province. We cannot afford, as a province, to continue with "government as usual" when the world is no longer doing business as usual. The trends towards globalization, and just-in-time delivery among others make change the norm and unpredictability a reality. Organizations require access to the on-line universe to keep up with changes as they occur, and not when it is too late. A window of opportunity presents itself to our province and our people. Let us quickly survey the landscape on the other side, note our direction and step through to the 21st century NOW. Recommendation: THAT a special public-private working group be formed to urgently implement the province-wide distributed data communications network. Page 21 [This paper was written as part of a graduate course under the direction of Dr. Marlyn Kemper-Littman, taken through distance education at the Center for Computer and Information Sciences of Nova University.] References Excellence in Education. (1993) New Brunswick Department of Advanced Education and Labour. February. Fredericton, NB. Imaging Technology Report. (1993). New Brunswick Department of Supply and Services. March. Fredericton, NB. Pennsylvania Telecommunications Infrastructure Study. (1993) Deloitte & Touche. March. Dallas, TX. Telecommunications: Enabling Ontario's Future. (1992) Ontario Ministry of Culture and Communications. August. Toronto, ON. FOR INFORMATION BANDWIDTH COMPARISON CHART (approximate) 1986 1988 1992 1993 1993 1994 1996 ---------------------------------------------------------------------| | | Plain Old | X.25| T1 |ISDN | T3 | SONET | SONET | | | Telephone | | | | | OC9 | OC48 | ------------------------------------------------------------------------ | SPEED | 2.4kb |64kb | 1.5Mb|+2Mb | 42Mb | 466Mb | 2488Mb | ------------------------------------------------------------------------ | Multiple | 1 |26X | 609X |1218X|17052X|188790X|1 000 000X| ------------------------------------------------------------------------ | Tel.Line = | 1 | 1 | 24 | 24 | 672 | dedicated lines | ------------------------------------------------------------------------ | Transmit | 5 days |5.2 | 13.3 |-10 | 28 | 2.58 | 0.48 | | Time* | 19 hrs |hrs. | min. | min.| sec. | sec. | seconds | ------------------------------------------------------------------------ * A super-compressed 2 hour CD-ROM movie 1.2Gb. (c. 1 200 000 000 bits) ---------------------------------------------------------------- BIOGRAPHICAL NOTE: Rory McGreal Rory McGreal is presently the executive director of TeleEducation New Brunswick, a province-wide distance education and training network that is being used by public and private educational and training organizations to deliver courses and programmes. Previously, he was responsible for the expansion of Contact North (a distance education network in Northern Ontario) into the high schools of the region. Rory has worked in Canada as a teacher and teacher representative and abroad in the Seychelles, the Middle East and Europe in various capacities as a teacher, ESL technological training coordinator, instructional designer, language and computer laboratory coordinator and educational advisor. Presently he is working at a distance on a Ph.D in Computer Technology in Education with Nova University (Fort Lauderdale FL). --------------------------------------------------------------------------- Interpersonal Computing and Technology: An Electronic Journal for the 21st Century Copyright 1994 Georgetown University. Copyright of individual articles in this publication is retained by the individual authors. Copyright of the compilation as a whole is held by Georgetown University. It is asked that any republication of this article state that the article was first published in IPCT-J. Contributions to IPCT-J can be submitted by electronic mail in APA style to: Gerald Phillips, Editor IPCT-J GMP3@PSUVM.PSU.EDU