UQ Global Change Institute & The Community Access Partnership discussion Our Opportunity

1. UQ Global Change Institute & The Community Access Partnership discussion Our Opportunity Community Access as an enabler of the GCI Vision and mission for systemic & sustainable change

2. Community Access Global Change Institute A learning environment for systemic change A Community Hub Solution for the digital economy & social media age

3. The Challenge for a Holistic or Integrated strategy solution • An integrated solution must connect with an intersection point of needs • Is that it doesn’t fit into anyone’s box • As it crosses over with multiple parts and provides the opportunity to align and integrate all the moving parts, leverage each agenda in a more efficient fashion

4. A Natural Alignment? What is in the centre intersection? • In an Industrial Society system, power is centred around a few, large institutions. • In a Community Centred system, power is centred around many, individuals and local communities. • We have designed a Holistic Knowledge model to maximise linkage effectiveness & efficiencies.

5. Consumers Access Technology Access Regional LGA Access Industry Access A Natural Alignment? • Intersection point of needs • Integrated strategy Strategic ImplementationThe “Doing” “ A common vision” Vision 2020 Post Internet Communications Strategy Transaction Free use of social media NATIONAL INTERNATIONAL REGIONS AFFINITIES INTERESTED PARTIES NATURAL CONVERSENCE IT industry interface system ITC / TELE COs SHARED VISION DEVELOPMENT National On Line Community Community Access Consortium THE OPPORTUNITY Regional Virtual Community SMEs Natural convergence?? INDUSTRY CONSUMERS Social & Communication Infrastructure Aggregated purchasing & NPD Policy, Self Reg, Back Office Community Access Administration

6. A Natural Alignment? Technological Innovation • Technological Innovation has created the ability to bypass traditional gatekeepers and go directly to consumers and communities e.g. search an and social media which has revolutionised business • The third promise of the internet is yet unfulfilled

7. The Present Operating in a post-internet age with an industrial based economic system Not sustainable/Infinite use of a finite resource/financial capital only measurement for success A natural convergence, problem create opportunities for change Need for solution to a range of other problems e.g. unique identity on the internet, IT/media calls for and independent aggregator of data Unique challenges = unique opportunities

8. The Need Systemic solutions which directly address • problems of a rapidly changing world within the existing and projected frameworks of those problems: political, environmental, social, economic, technical. • Methods for beneficial change v chaos change • Transition from an industrial based economic system to a sustainable community based system (local living economies) Unique challenges = unique opportunities

9. The Solution A system/hub which supports • Transforming Institutions, Policy and Society • Building Healthy Communities • Living with our Changing Landscapes and Oceans Provides an Integrated solution to a convergence or Intersection point – Integrate or disintegrate Unique challenges = unique opportunities

10. A Piece of the Puzzle Transforming Institutions, Policy and Society Building Healthy Communities Living with our Changing Landscapes and Oceans • Community Access Administration Ltd • A national resource • 2. Community imarket • New community institution • 3. LGA Integrated Strategy • Consumer & Community driven initiative • Address six National priorities • e.g. Energy, water, environment… Community Access Hub The missing link? The Third promise of the internet? Organisational structure which connects up disparate parts into Integrated Strategy

11. A National Resource – The catalyst “Transforming Institutions, Policy and Society”

12. Introducing Community imarket ULB have created the Community imarket through CommunityAccess™ for community connectivity, which is the next evolution from social media connectivity. • A community based institution and enabling technology solution to promote social connectivity and local living economies. • Reinvesting profits back into the community to support projects geared towards social and physical sustainability. • “Changing technology impacts almost every aspect of human activity and provides the ‘wild cards’ in terms of how the future will unfold. Technological innovation is central to the solutions as well as the challenges that we will face over the coming decades.”

13. Introducing Community imarket ULB have created the Community imarket through CommunityAccess for community connectivity, which is the next evolution from social media connectivity and the digital economy revolution. Linking community organisations, consumers and businesses to support local living economies

14. LGA Integrated Strategy Community iMarket is the first step to generate local revenues to be reinvested into sustainable local activities which support the 6 Federal Government National initiatives e.g. water, energy, environment.

15. Stakeholders – Engagement around a hub

16. Stakeholders – Engagement around a hub

17. Community Access Partnership Steering Committee Ian Wilson – ULB Institute (General Partner) Geoff Wilson – Community Access Admin Bruce Barbour – Consumer Access Greg Walter – Technology Access Stig Falster – Regional Access/Chamber Gary Hargrave - Regional Access/Chamber Brian Tasker – Industry Access Martin Hillier – ULBH Investment Mandate Other key stakeholders Matt Bulic – Web design Dr Peter Carblis – Adult Education Tony Waters - Accounting

18. A Natural Alignment? Community Access Hub • Perpetual License Parent IP • Organisation Structures • Web prototypes • MOU IT clearing platform • RDA Expression of Interest • Driving Execution Implementation Plan • Financial feasibility • Project plan • Pilot steering committees driven by Local Chamber

19. Highlights Feasibility Projections • $1.575 b Hub T/O after 5 years • $725 ml returned to regions and community organisations • $325 ml returned as consumer loyalty • $150 ml supplier loyalty • Hub operations $375ml pa • $50 ml pa. to Wholesale Social Investment Fund • $50ml pa to Foundation to fund CDC engagement and ongoing research

20. CAccess need • Place the knowledge in an institution learning environment (ULBI is specialist for Hub project only) • Where it can live in the big picture • If in a commercial environment short termism kills it • Separate implementation from ongoing research to enable their ongoing alignment as required • Central Coordination and incubation of learning e.g. Google/Facebook analogy. • GCI need • Projects which enable the mission and which can generate research and commercial funding support

21. Discussion