Digital Divide Profile
Version 6.0
6 February, Tuesday
9 am
The digital-divide solution is digital-libraries. Private sector, nonprofit organization with entrepreneurial leadership. 100% control of everything. Limited strategic teaming arrangements with grassroot non-profit organizations, including limited religious organizations for infrastructure accessibility.
As I predicted, expected and told many others the media is now very “Negatively” hammering Apple because of the price point of the Vision Pro headset ($3,500). Adding to the “Digital-Divide” the have and have nots with computers and Internet access.
Digital-divide (noun) the gulf between those who have ready access to computers and the internet, and those who do not. “a worrying “digital divide” based on educational attainment and income.
The Digital Divide Exacerbates Other Divides, perhaps more pressing than how to measure the digital divide are the many ways that lack of access can deepen other divides and inequalities.
People without connectivity are often those with lower incomes. This lack of Internet access creates further barriers to economic opportunities and mobility. The digital divide is fueled by and contributes to many other socioeconomic inequalities.
The divide is not a single divide or clear-cut, but no matter how you cut it, digital exclusion has many adverse impacts.
Philanthropists wanted and needed to help make a better world digitally.
Mission reduction of digital divide.
Philanthropically and privately funded digital libraries with some in-kind donation exspected.
Anonymous, low-profile or high-profile funding support can be arranged for significant financial participants.
Anyone, anywhere can be a supporter of closing the gap of the digital-divide with opt-in (smart devices & Vehicles) assets and otherwise. Volunteerism supporting activities is very valuable.
Cash and in-kind (approved, required & requested preferred provide assets) and space, accessories other supplies accepted.
Low-income community supported reducing the digital-divide with digital-libraries. Instantly opened and operational digital libraries, turn-key supported facilities from concept to operating within days and weeks. Permits secured, all required assets completely transportable and separately shippable.
Physical,humans, Humanoid’s (robots) and with autonomous functionality is planned.
Product placement promotion planned, including in filmmaking. Strategic public relations (PR) supported with publicist and otherwise.
Celebrity and high-profile individuals participation is expected and supported. Celebrity Cameo appearances on video photo shoots and other participation at special events exspected to be beneficial participation
Fundraising activities augmenting philosophy with innovative fundraising special events and other unique fundraising revenue streams.
Apple’s Vision Pro product, is Spatial Computer connected to the Internet.
Tesla new energy vehicles (electric vehicle –EVs) are planned part of reducing the digital-divide with stationary and mobility.
Camp Mode, capabilities of Tesla offers many beneficial features, including climate controlled passager area, security and more benefits.
The vehicle fleet is planned for pickup, dropping people and/or products.
Stationary classrooms (up to four) students planning per vehicle.
Food and drinks and with hot meal served with outdoor kitchen assets in Dome’s or otherwise as appropriate and necessary.
Starlink by SpaceX is planned for space advanced communications (Internet access) anywhere needed.
Energy Storage planned for supporting electrical requirements, charging with clean energy.
Dome’s (temporary and semi-permanent) planned for infrastructure supporting.
Augmenting public schools, focused on After school programs. Completely Independent of public schools, public funds, non-governmental organizations and other existing formal or informal educational institutions.
After-school programs, planned. Educational, learning, training, entertainment and more is planned. Curriculum and apps selected from preferred provider independent developers. For example: OTOY, Paramount Game Studios and The Gene Roddenberry Estate, announced the launch of a Roddenberry Archive app for Apple’s new spatial computing platform, the Apple Vision Pro.
The app marks a major evolution of the project, preserving and celebrating the legacy of Star Trek creator Gene Roddenberry, which had over 4 million visitors during a limited three-week preview online, it immerse Trekkies in nearly two hours of groundbreaking Star Trek spatial experiences built exclusively for the Apple Vision Pro, allowing them to explore hundreds of fully realized locations, artifacts and unique items — spanning every Star Trek TV show and film across the franchise’s nearly 60-year history.
The two hour Star Trek experience, is an example of time scheduling for participants session. Scheduled and planned for about 3 hours on average, enabling about 4 users each 12 hours, expanded to probably 16 hours per day utilizations, many different users possiblly.
Battery swapping of separate-independent neck power bank, expected to enable continuous usage. Wired and wireless charging planned.
Shared assets is planned, smart devices (including headsets) planned to shared. Each individual utilizing head mounted headsets will be required to configure and conclude orientation of the device. Eye glass wearers we need supportive lenses or special arrangements.
Third Wave (Steve Case, titled book) writes and he has spoken oftentimes about the third wave of the Internet. It’s believed that Apple’s visionOS technologies is the third wave of the Internet, possibly and potentially.
Individuals and entities can opt-in their assets both Vision Pro Smart devices and vehicles.
Unlimited scalability globally. Elimination of digital divide possible with participation equilibrium.
Planning to balance supply and demand achieving equilibrium is the mission objective and goal.
57 trillion squares each square approximately 10 -by-10 ft. uniquely addressed by third-party application provider, smart device accessibility. Earth’s entire coverage includes land and water surfaces. Over 70% of the Earth is covered in water water digital divide solutions is planned for water, including access and on-water.
Shared-assets, the time-sharing plan enabling high-utlization of smart devices, supporting many different user’s daily, weekly and yearly. One device could potentially be used in about six (6) two hour sessions each day including weekends. Planning at least 50% utilization rate.
Driver vehicle simulators are planned utilizing head-mounted displays advanced simulation with headsets and electronics for steering, braking and acceleration is planned.
Executive Protection and safety security is planned.
What is the third wave of the Internet? The Third Wave (2016 – Present) is about integrating the internet in seamless and pervasive ways throughout our lives. It’s characterized by the Internet of Things (IoT), Artificial Intelligence (AI), and big data.
Third Wave (Steve Case) Book the #1 New York Times and Wall Street Journal bestseller from Steve Case—the co-founder of AOL—presents “a compelling roadmap for the future…that can help us make sense of the technological changes reshaping our economy and the world. A fascinating read of his book “The Third Wave”
Steve Case—a pioneer who made the Internet part of everyday life—was on the leading edge of a revolution in 1985 when he co-founded AOL, the first Internet company to go public and the most successful business of the 1990s. Back then Case was an entrepreneur in an industry that hadn’t really been invented yet, but he had a sense how dramatically the Internet would transform business and society. In The Third Wave, he uses his insights garnered from nearly four decades of working as an innovator, investor, and businessman to argue the importance of entrepreneurship and to chart a path for future innovators.
We are entering, as Case explains, the “Third Wave” of the Internet. The first wave saw AOL and other companies lay the foundation for consumers to connect to the Internet. The second wave saw companies like Google and Facebook build on top of the Internet to create search and social networking capabilities, while apps like Snapchat and Instagram leveraged the smartphone revolution. Now, Case argues, we’re entering the Third Wave: a period in which entrepreneurs will vastly transform major “real world” sectors such as health, education, transportation, energy, and food—and in the process change the way we live our daily lives.
The Apple Vision Pro starts at $3,499 for 256GB of storage, $3,699 for 512BGB and $3,899 for 1TB. And before any of the accessories. The optical Zeiss lenses costs $99 to $149 for readers and prescription.
1.3 to 1.4 pounds for the Vision Pro (depending on the Light Seal and head band configuration).
Background & Disclaimers:
Military and law enforcement
Coaching is expected to be provided to military branches and law enforcement agencies.
Disclaimer
Information contains a lot of conceptual information and should not be relied upon for making the important decisions. All information is starting to change without notice.
Forward-looking statements
Information contains a significant amount of forward-looking statements that may around happen in the future.
Open-source non-proprietary
All information is open-source and is not proprietary can be used by anyone at any time for useful purposes.
Background Digital Divide (description by others):
At the Internet Society we work towards developing the Internet to be open, globally connected, secure, and trustworthy. A big part of this work is growing the Internet to those who need it the most, bridging the digital divide.
But what exactly is this digital divide? At first glance it seems as though there may be a simple answer: “the gap between those who have and do not have access to computers and the Internet”. But upon further investigation, there are many ways to measure the divide. In fact, there are multiple divides.
Below you will find a brief overview of some of the ways that the digital divides are discussed and calculated. Despite there being no single definition, there are effective ways to connect those left behind and to address the divide. One solution is building community networks and fostering the conditions for them to thrive.
What Is the Digital Divide?
There is no one digital divide. At a high level, the digital divide is the gap between those with Internet access and those without it. But the digital divide is multifaceted and includes many factors such as access, affordability, quality, and relevance. As Michael Kende wrote, “the digital divide is not a binary.” Here are some of the things that lead to disparities in Internet access:
Availability: Is there available access to the Internet in your area? Is there a nearby point of connection to the Internet? If yes, this is just the first step to having Internet access.
Affordability: Is that access affordable? How does the cost compare to other essential goods? What percentage of your income do you need to pay for access?
Quality of service: Are the upload and download speeds sufficient for the local needs of Internet users?
Relevance: Does the connected community have the necessary skills and technologies? Is there local interest and understanding of the relevance of Internet access? Are there locally available mobile apps? Is there content in the local language and relevant to the people in the community?
Additional divides: Other areas that can create digital inequality include security, interconnectivity, digital literacy, and access to equipment.
These gaps in availability, affordability, interest, and digital literacy exist at the international level as well as the neighborhood level.
Countries that have high overall connectivity rates often still have stark inequalities in rural, remote, and even urban areas. Often these gaps fall along other disparities such as income and gender-based inequality. For instance, the United States has high overall connectivity rates, but there is a marked gap in availability of affordable and sustainable Internet access on Indigenous lands.
Third Wave (Steve Case)
The #1 New York Times and Wall Street Journal bestseller from Steve Case—the co-founder of AOL—presents “a compelling roadmap for the future…that can help us make sense of the technological changes reshaping our economy and the world. A fascinating read” (Sheryl Sandberg, Facebook COO and founder of LeanIn.org).
Steve Case—a pioneer who made the Internet part of everyday life—was on the leading edge of a revolution in 1985 when he co-founded AOL, the first Internet company to go public and the most successful business of the 1990s. Back then Case was an entrepreneur in an industry that hadn’t really been invented yet, but he had a sense how dramatically the Internet would transform business and society. In The Third Wave, he uses his insights garnered from nearly four decades of working as an innovator, investor, and businessman to argue the importance of entrepreneurship and to chart a path for future innovators.
We are entering, as Case explains, the “Third Wave” of the Internet. The first wave saw AOL and other companies lay the foundation for consumers to connect to the Internet. The second wave saw companies like Google and Facebook build on top of the Internet to create search and social networking capabilities, while apps like Snapchat and Instagram leveraged the smartphone revolution. Now, Case argues, we’re entering the Third Wave: a period in which entrepreneurs will vastly transform major “real world” sectors such as health, education, transportation, energy, and food—and in the process change the way we live our daily lives.
Part memoir, part manifesto, and part playbook for the future, The Third Wave explains the ways in which newly emerging technology companies will have to rethink their relationships with customers, with competitors, and with governments; and offers advice for how entrepreneurs can make winning business decisions and strategies—and how all of us can make sense of this ever-changing digital age.
Steve Case is one of America’s best-known and most accomplished entrepreneurs, and a pioneer in making the Internet part of everyday life.
For the past 15 years, Steve’s focus has been on starting and scaling Revolution, the Washington DC-based investment firm that now backs entrepreneurs at every stage of their development. Revolution Growth has invested nearly $1 billion in growth-stage companies including Sweetgreen, Tempus, Tala, DraftKings, and CLEAR. Revolution Ventures has backed more than two dozen venture-stage companies, including Framebridge, Policygenius, and Bloomscape. The Rise of the Rest Seed Fund has invested in more than 130 startups in over 70 U.S. cities, in partnership with many of America’s most successful entrepreneurs and investors.
Steve’s entrepreneurial career began in 1985 when he co-founded America Online (AOL). Under Steve’s leadership, AOL became the world’s largest and most valuable Internet company, helping to drive the worldwide adoption of a medium that has transformed business and society. AOL was the first Internet company to go public, and one of the best performing stocks of the 1990s, delivering a 11,616% return to shareholders. At its peak, nearly half of Internet users in the United States used AOL. In 2000, Steve negotiated the largest merger in business history, bringing together AOL and Time Warner in a transaction that gave AOL shareholders a majority stake in the combined company. To facilitate the merger, Steve agreed to step down as CEO when the merger closed.
Steve’s passion for helping entrepreneurs remains his driving force. He was the founding chair of the Startup America Partnership—an effort launched at the White House in 2011 to accelerate high-growth entrepreneurship throughout the nation. Steve also was the founding co-chair of the National Advisory Council on Innovation & Entrepreneurship, and a member of President Obama’s Council on Jobs and Competitiveness, where he chaired the subcommittee on entrepreneurship.
Steve has been a leading voice in shaping government policy on issues related to entrepreneurship, working across the aisle to advance public policies that expand access to capital and talent. He was instrumental in passing the JOBS (Jumpstart Our Business Startups) Act and the Investing in Opportunities Act, and is active in advocating on behalf of immigration reform and legislation that supports and accelerates the emergence of startup ecosystems in rising cities.
Steve also serves as the Chair of the Smithsonian Institution, the world’s largest museum and research complex. In this role, Steve leads the Board of Regents’ efforts to increase the Institution’s reach, impact and relevance.
Steve is also Chairman of the Case Foundation, which he established with his wife Jean in 1997. Together the Cases have invested in hundreds of organizations, initiatives and partnerships with a focus on leveraging the Internet and entrepreneurial approaches to strengthen the social sector.
In 2010, Steve and Jean joined The Giving Pledge, and publicly reaffirmed their commitment to give away the majority of their wealth to philanthropic causes.
Steve is also the author of the New York Times bestselling book, The Third Wave: An Entrepreneur’s Vision of the Future. In it, Case recounted many of the lessons he learned from building businesses, and outlined the growing importance of place, policy and partnerships.
Steve was born and raised in Hawaii and retains active ties to his home state, but has lived in the Washington D.C. area for more than 30 years.
The Digital Divide Exacerbates Other Divides
Perhaps more pressing than how to measure the digital divide are the many ways that lack of access can deepen other divides and inequalities. People without connectivity are often those with lower incomes. This lack of Internet access creates further barriers to economic opportunities and mobility. The digital divide is fueled by and contributes to many other socioeconomic inequalities.
The divide is not a single divide or clear cut, but no matter how you cut it, digital exclusion has many adverse impacts. Here are a few:
Access to healthcare and its outcomes: Internet access is an important public health issue. Lack of access means exclusion from vital health information and resources. Health experts now insist that broadband Internet access “must be recognized as a social determinant of health.“
Economic opportunities: For both workers and business owners, lack of quality broadband means decreased economic opportunities and competitiveness in the digital economy.
Educational opportunities: Lack of Internet access for school-aged children means that they are denied the educational benefits of the Internet. This gap perpetuates unequal learning outcomes and has been particularly difficult during the COVID-19 pandemic.
These and many more inequalities are perpetuated by the digital divide. This makes bridging the gap all the more urgent.
Community Networks Are One Complementary Solution for Bridging the Digital Divide
Just as the digital divide itself is not binary, there is no single solution to bridging it. For decades governments and private industry using traditional models have been successful in bringing Internet access to many.
However, the remaining unconnected half of the world’s population is the hardest to connect to the Internet, often living in low-density or low-income areas that are not as profitable for large businesses to provide service and build infrastructure. This has led to a slower rate of growth of new people connecting to the Internet. Innovative solutions are needed to move forward.
Community networks can meet the challenges of the many digital divides, bringing affordable Internet access to those who need it the most. Beyond making the Internet available and affordable, community networks help address some of the other divides mentioned above.
For instance, bringing Internet access to a community improves health disparities by making affordable telehealth options available to rural areas—this was the outcome of the Internet Society’s Nepal’s initiative Effective Broadband for Health. Other communities have seen changes in different areas at once through connectivity, such as education, healthcare, and agriculture in the case of the Murambinda community network in Zimbabwe.
The community network deployment process also shows that community members who are involved in building their networks also strengthen their shared digital literacy skills.
In Waimanalo, Hawai’i, it opened new opportunities and gave the community the agency over their connectivity. John Garcia, a community member who was key in the deployment of the Waimanalo network, said, “There are a lot of entrepreneurs here who can now connect and work from home. We moved from no connectivity, to being connected, to being able to control that connection and expand it.”