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In recent years, CANZ has transferred its energies to take a more active role in promoting responsible recycling of computer equipment when it reaches end of life. Trustees liked the idea, as the government, through the Ministry for the Environmen, was encouraging equipment suppliers to take responsibility for the electronic waste they were producing. While CANZ was not a manufacturer, it was responsible for promoting the use of computers and felt some sense of responsibility for ensuring that equipment was disposed of safely when it reached end of life.

Trustees approached Dell and Ann agreed to support a pilot computer recycling day in Wellington. It was a huge success with over cars dropping off over 50 tonnes of computer waste. The event achieved national television and widespread print media coverage. So much so that the phones started ringing from local authorities in other centres, asking Dell to support similar events in their communities. By early , some 15 centres had approached CANZ wanting support for a local computer recycling day.

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In CANZ agreed to coordinate a national e-waste day, that was branded as eDay electronic waste day , in partnership with interested territorial authorities. The first national eDay was held in September , with 12 centres participating.

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Some cars dropped off tonnes of e-waste. A similar event was held in October This time the number of participating centres increased to 33, with tonnes being collected.

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In , eDay expanded again to 38 centres participating on the day with another 15 centres organising local community collections and consolidating their e-waste at an eDay collection point. The total weight of e-waste collected was tonnes. By , eDay had grown into a million dollar annual event. The engagement of a professional communications team from Chilli Marketing, led by Lara Charles, resulted in a high national media profile, with national television coverage and extensive print and online media coverage.

The primary objective of eDay is to raise community awareness of the benefits of recycling and the potential risks associated with dumping computers in landfills. In , eDay was recognised by the government with a Green Ribbon Award and in at the PricewaterhouseCoopers Hi-Tech Awards for the outstanding industry initiative. However, despite the awards, big challenges remain in ensuring that New Zealand has a sustainable ongoing solution.

None of the above would of course have been possible without the huge amount of energy and enthusiasm of the digital pioneers — the people who have led the Trust and managed its programmes. In the beginning there was Earl Mardle.

After nearly three years with the Trust and a long list of achievements, including an appointment to the international judging panel for the Stockholm city sponsored Bangemann Challenge, he moved to Sydney for affairs of the heart and this proved the first real test of the robustness of the Trust. So with the two main drivers behind the trust having moved on, it was up to a new guard to maintain momentum with existing initiatives while continuing to innovate new ones.

Dr Harvey Molloy, an information architect, with a Ph. D in English, was appointed as director of the Trust in March , but less than a year later, like Earl, Harvey was attracted to an overseas position, this time in Singapore. And again like Earl, Harvey was able to chalk up some significant achievements with the launch of the largest NetDay project, involving over schools, revitalising interest in the W4 community website and assisting community groups and small businesses check their computers for Y2K compliance. Harvey also supported a monthly forum on computer networking for schools and a digital media seminar series at e -Vision.

With Harvey moving on a little unexpectedly it was back to the drawing board and one month later in March , Clare Coman was appointed as the new Director. Clare came to the Trust after 10 years experience as a technology teacher, originally in the United Kingdom, but also at Kapiti College. Clare also played a big role in partnering with the Wellington City Council and the Newtown Community in the development of Smart Newtown. Laurence Zwimpfer stood down as chair at the Annual General Meeting and was replaced by Ian Thomson, who was to remain in this position for the next four years.

Eighteen months later in August , the trust faced another change in Director. Clare had elected to return to the United Kingdom. Fortunately, there was plenty of interest in taking on the role and eventually Alistair Fraser was selected from a strong field of 19 applicants. By this time, the success of the trust was gaining attention around the country with an increasing number of initiatives taking on a national dimension.

Wellington City Council was becoming increasingly nervous at justifying support for a national trust, feeling this was beyond the scope of its role as a territorial authority.

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Alistair was therefore charged with the mandate of splitting the activities of the trust into those that were Wellington-specific, which would be managed by a new Wellington trust, while the national initiatives would continue under the existing trust. This had significant implications for the national activities, as the split would mean the loss of core operational funding; in turn this would mean the national trust would need to rely on voluntary effort from trustees, as there was no regular income to fund a director.

Alistair moved to lead the Wellington Trust in February Special mention should be made of trustee, Bill Dashfield, who was largely responsible for masterminding the split of activities and launching the two trusts on their respective paths. For eight years now, the national Trust has operated without a director. In , Ian Thomson retired as Chair and was replaced for a short term by Andrea Gray and then by Don Hollander, who led the trust for a further 4 years until Since , trustees have accepted responsibility for individual projects, and where possible project managers have been funded from project funds.

A significant change occurred at the end of June , when Laurence Zwimpfer resigned as Treasurer and Trustee to take on a funded contract and project management role. The number of funding and service contracts being managed by the trust totalled over 60 and the work involved was beyond what could be reasonably expected from a voluntary role. The trust continues to operate in this way, with project funds the only source of income. A small percentage of project funds are used to maintain the core operations of the trust.

In , with the retirement of Don Hollander, Earl Mardle, who by now had returned to New Zealand, was appointed chairperson. Strong connections also remain with two of the other previous directors. The large number of foundation trustees 22 worked well in identifying the broad interest in creating a more digitally-enabled population.

However, from an operational point of view, it was extremely difficult for Earl as trust co-ordinator, to maintain the level of engagement necessary to ensure everyone felt involved. With the separation of the national trust from the Wellington group in , the opportunity was taken to limit the number of trustees to a more workable number around Only one of the foundation trustees, Simon Riley, remains as a trustee in Trustees Don Hollander, Ian Thomson and Laurence Zwimpfer were all engaged in these global discussions and this provided an impetus for the trust to take a leadership role in New Zealand.

This included a series of consultations to develop a community perspective of the information society.

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In the later years of the Labour-led government, the Trust was an establishment partner in the Digital Development Council, a government-backed initiative to harness the significant energy that was evident in the community and business sectors for progressing towards a digital future. The key message delivered at the summit was that communities were ready to take the next step towards a digital future; the next step was for government and business to move on from digital pilots and projects to mainstream policies and programmes.

When Don Hollander took over as chair of the Trust in , he had recently returned from working in Samoa and was very aware of the great opportunities that ICTs could provide for people in the Pacific Island countries. But there were huge challenges in terms of the remoteness of many of the Pacific islands, the lack of underlying telecommunications and power infrastructure and the shortage of skilled personnel to support any technology deployment. Undeterred, Don, supported by trustee Ian Thomson, initiated a number of projects in the Pacific that helped to demonstrate the benefits of ICTs.

This included establishing a wifi link in between a school on the Samoan island of Manono back to Apia on the main island, providing Internet connectivity to the remote Marovo Lagoon area of the Solomon Islands in and helping with the reconstruction of the Samoan telecentres destroyed by the tsunami. A key feature of these projects in the Pacific Islands was the partnerships involved in their implementation — a combination of international expertise and local ownership.

The conference focused on web tools and their use and potential for non-profit community groups and other voluntary organisations.

The event was very successful and has been subsequently held in Rotorua, Wellington and Christchurch, supported by local affiliates and more recently by the New Zealand Federation of Voluntary and Welfare Organisations. A key philosophy of the Trust has been to work with and support communities in implementing their own local programmes.

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While in some areas there have already been organisations that recognise digital literacy for their community as a priority, in other areas we have encouraged local enthusiasts to establish a dedicated trust. During the last decade trusts modelled on the Trust have been established in Wellington, the Waikato, Rotorua, Porirua, the Far North and Taranaki. Some of these have integrated the philosophy of with an explicit link in their name, e.

Each trust is independent, but through the magic of online tools such as blogs and wikis and even email lists, each is able to feel supported by the others and share ideas. The eDay initiative has been one of the most successful in this regard with the affiliates often being the first to step up to the mark to take responsibility within their respective regions. Territorial authorities have also been, and continue to be, important partners for the Trust in promoting digital connectivity and literacy in their communities. This of course includes Wellington, where it all started, but has progressively reached a number of other councils, notably in Porirua, Gisborne and Wanganui.

The Trust has also encouraged partnerships with like-minded organisations. There has been a close synergy with the work of NetSafe, with key elements of internet safety being included as an integral part of Computers in Homes. The Computer Clubhouse provides high-end digital learning opportunities for youth in disadvantaged communities and while this is a different group to those traditionally supported by the Trust through Computers in Homes, the geographic regions are often the same.

The Trust has made a commitment to develop this relationship as new Computer Clubhouses are established.