Inclusive By Design: Accelerating Digital Transformation For The Global .
CHIEF DIGITAL OFFICEUNITED NATIONS DEVELOPMENT PROGRAMMECHIEF DIGITAL OFFICEPolicy BriefInclusive by Design:Accelerating DigitalTransformationfor the Global Goals10 practices to boost digitaltransformation at the country level1
UNITED NATIONS DEVELOPMENT PROGRAMMEAcknowledgementsTable of ContentsThis policy brief was prepared by the UNDP Chief Digital Office(CDO), with support from Public Digital Limited. It was developedunder the guidance of Robert Opp, UNDP Chief Digital Officer,and led by Yolanda Jinxin Ma, Head of Digital Policy &Global Partnerships. The research and brief developmentprocess were managed by Vitalii Zakhozhyi, Digital Analyst –Thought Leadership, CDO.We are grateful for the feedback received from UNDP colleaguesin the preparation of this guidance. We would like to especiallythank the following colleagues for their review and feedback:Sarah Lister, Sarah Rattray, Emrys Schoemaker, Doruk Ergun,Alessandra Casazza, Nanjira Sambuli, Philip Thigo, CalumHandforth, Serghei Botezatu, Minerva Novero, Peace KuteesaNassanga, Dumitru Vasilescu, Laura Hildebrandt, AlessandroErcolani, Fabrizio Andreuzzi, Reina Otsuka, Devanand Ramiah,Clement Hamon, Samuel Ng, Nicola Holden, Keyzom NgodupMassally, James Green, Carolin Frankenhauser, Darinka Vasquez,Mark Belinsky, Christof Hawle, Benjamin Bertelsen,Nithima Ducrocq, Gayan Peiris and Felicia-Adriana Vacarelu.We also want to extend our appreciation to the Public Digitalteam, including Emily Middleton, Claire Bedoui, ClementUwajeneza, Connie van Zanten, and others for greatlycontributing to the research and development of the brief.The team also thanks Dwayne Carruthers for copy-editingand Paula Lopez for the design.UNDP is the leading United Nations organization fighting to end theinjustice of poverty, inequality, and climate change. Working with ourbroad network of experts and partners in 170 countries, we help nationsto build integrated, lasting solutions for people and planet.Learn more at undp.org or follow at @UNDP.The views expressed in this publication are those of the author(s) and donot necessarily represent those of the United Nations, including UNDP,or the UN Member States.Suggested citation: UNDP - Chief Digital Office (2022). Inclusive byDesign: Accelerating Digital Transformation for the Global Goals,Policy Brief, New York.Copyright UNDP 2022. All rights reserved.One United Nations Plaza, NEW YORK, NY 10017, USA2Introduction 3Taking a whole-of-society approach 5Why inclusive digital transformationmatters: illustrative benefits 8How can countries accelerateinclusive digital transformation? 10Conclusion 29
CHIEF DIGITAL OFFICEIntroductionDigital technology is a fundamental force for change in this century. It isreshaping all parts of society, including economies, government and civil society– thereby impacting almost every aspect of people’s life. The exponentialpace of the digital revolution and its profound consequences demand betterunderstanding of the new context, as well as an intentional and inclusive designof digital transformation efforts to ensure that no one is left behind.UNDP defines digital as:An ever-evolving range of technologies(like mobile technologies, artificialintelligence, machine learning,blockchain, Internet of Things, androbotics to name a few) that impactnearly all aspects of our world.A mindset, which translates intoa new way of working that enablespeople and institutions to innovatewith technology.Source: UNDP Digital Strategy 2022-2025Digital is not just a nice-to-have. It is fundamentallychanging how countries respond to crises and how theyaccelerate progress towards the Sustainable DevelopmentGoals (SDGs). Therefore, many countries have a growingsense of urgency to accelerate their use of digital: Togowas able to target and send cash transfers to informalworkers swiftly and accurately through its fully digital socialassistance programme during the COVID-19 pandemic1.Bangladesh’s mobile money cash assistance programmebenefitted 5 million families within days2. Ukraine used itsdigital infrastructure and solutions to maintain governmentaloperations, deliver public services, and organize crisisresponse and humanitarian assistance in challenging timesof war3,4. In just one year, UNDP has assisted 82 countriesto adopt more than 580 digital solutions in response to theCOVID-19 pandemic5.As the 2020 UN E-Government Survey pointedout, there is a tendency to “chase the digitalDigital transformationwave”6 in the face of rapid technological– the integration of digitalchange. However, digital is not only abouttechnologies into all areas oftools, platforms and service delivery; it is alsobusiness, fundamentally changingabout access, mindset and ways of working.how economic and social activitiesOne-off technological solutions rarely leadare enacted. It is also a social changeto long-term change. With this recognition,process that is purposeful, ratherdigital transformation has been moving upthan unregulated, and should beintentionally planned and executed.on the agenda for so many governments anddevelopment organizations. When purposefullySource: UNDP Digital Strategy 2022-2025planned and implemented at a national level,digital transformation enables countries to adaptand to use digital effectively, systematically,sustainably, and in a way that promotes social cohesion instead of fomentingdivides. Without intentional efforts to uphold rights, digital transformation canreinforce existing inequities in access, power and patterns of exclusion.3
UNITED NATIONS DEVELOPMENT PROGRAMMEUNDP believes digital transformation is an important driving force, but digitaltransformation by itself will not automatically ensure attainment of the SDGs– especially when there are still 2.9 billion people offline, and an estimated96 percent of those are living in developing countries7. To build a moreopen, transparent and sustainable society, digital transformation must beintentionally inclusive, thoughtfully designed and implemented with peopleand human rights at the centre of all aspects. Digital transformation is not anend in itself; it is an enabler for more significant social change at scale.UNDP believes that inclusivedigital transformation:Addresses the needsEmpowersof the poorest as wellas the most vulnerableand marginalized groups,including women andpeople with disabilitiesunderrepresented groupsto take part in meaningfulways, and promotesgender equalityEnsures that digitalProtects peopletransformation doesnot exacerbate existinginequalities, with a visionto leave no one behindfrom the adverse effectsof digital technologiesEncourages the useand development ofdigital technology thatis open, responsible,and rights-based.This policy brief delves into what inclusive digital transformation involvesin practice, why it is paramount, and how to avoid furthering exclusion.The final section of this brief provides some inspiration for countries onhow to accelerate inclusive digital transformation, through case studiesand ten emerging good practices.4
CHIEF DIGITAL OFFICETaking a whole-of-society approachGovernments typically act as the stewards of digital transformation efforts at the nationallevel. However, to be truly inclusive, digital transformation demands a whole-of-societyapproach8. This means actively and consistently engaging actors from government, theprivate sector, civil society, academia and individual residents to develop and strengthenlocal digital ecosystems built on inclusivity, sustainability, accountability and rights. Thebroader spectrum of stakeholders includes but is not limited to: government at central and local level, including regulators and parliaments; businesses, including tech start-ups and micro, small and medium enterprises(MSMEs) as well as large established firms and infrastructure providers; civil society organizations, including human rights defenders and institutions; media organizations, universities and think tanks; and individuals, including but not limited to women, youth, children, elderly, persons withdisabilities, migrants, refugees, etc.Highlighted in the UNDP Digital Strategy 2022 – 20259, UNDP’s Inclusive Whole-ofSociety Digital Transformation Framework (see Figure 1) sets out the most importantdomains and topics that actors from across society must collaborate on. Many of thesetopics (such as connectivity, cybersecurity, technology adoption, and digital literacy skills)demand action by broad coalitions and partnerships that cut across the public, privateand nonprofit sectors.STRATEGYFigure 1: UNDP’s InclusiveWhole-of Society DigitalTransformation Framework(BETA version)ApproachnbitioAmS FOR DIGITAL lliteracy dership andco-ordinationitalpxchImpactcommitmentsFunding andprocuremententsData eInclusivewhole-of-societydigitaltransformationay mStartupenvironmentDigital publicservicesL DIGITAL CNAATTIOTSYSALFOUNDAUsage lityilitysibescAcDigital legal Data standardsand protectionE-commerceFair marketcompetition5SECTORAL OPPORTUNITIESHealthcareEnvironmentClimate & energyCrisis resilienceSmart citiesDigital finance
UNITED NATIONS DEVELOPMENT PROGRAMMEA whole-of-society approach is easier to adopt and sustain if there is a vibrantdigital ecosystem. A digital ecosystem is a complex and dynamic interconnectednetwork of actors, interests and systems, all of which function together to create anenabling (albeit sometimes obstructive) environment for digital to advance economicand societal efforts, amongst others. Without deliberately nurturing and engaginga vibrant digital ecosystem, a whole-of-society approach may be more likely tomanifest as a set of one-off ‘validation’ workshops, rather than deep, meaningfulpartnerships and carefully designed processes that persist over time.Between 2020 and mid-2022, UNDP has supported more than 25 governments ondifferent aspects of inclusive digital transformation. This has included society-wideengagement on digital policy in territories including Botswana, Dominica, Mauritaniaand Moldova. By seeking a diverse range of contributions, and building cross-sectorcoalitions, countries are better able to understand and respond to a broad set ofneeds, including those of women and girls, children and older persons, people withdisabilities, migrants and refugees, indigenous people, those living in rural areas,and ethnic and religious minorities. It is essential to understand which groups aremost at risk of being left behind, and gain insights about their experiences.The impacts of exclusionExamples from the COVID-19 pandemicRecent studies have revealed that the adoption of digital technologiesand automation can contribute to inequalities10 in income, productivity, andwelfare, both within and between countries11,12, especially in the short-termleading to issues such as job displacement and skills polarisation13. Thisis reminiscent of other societal shifts and shocks, such as the industrialrevolution in the 19th Century, the aftermath of the Second World War in the20th Century and the climate crisis today. These phenomena have amplifiedinequalities without deliberate, coordinated action.One way to understand the importance of inclusive digital transformation isto look at it through the lens of exclusion: what does digital transformationlook like when it excludes people? The COVID-19 pandemic is widely thoughtto have accelerated the adoption and use of digital technologies in mostcountries. Billions of people were suddenly compelled to learn, work, tradeand access essential information and services using digital devices -- or risknot being able to do those things at all during the pandemic14.But not everyone was able to access information online or use digital services.Many were left behind, or were at risk of harm:6
CHIEF DIGITAL OFFICEWhile1.6 billionchildren15 were affected byschool closures in 2020,31 percent of children globally and49 percent of children in Sub-Saharan Africa16were not reachable by digital and broadcastrelated remote learning. In Moldova, a recentPricewaterhouseCoopers (PwC) surveyshowed that an overwhelming 85 percent ofparents in poor households found it difficultto manage remote learning, with 65 percentof the cases citing technical issues withconnecting to platforms as a key hurdle17.These impacts could be long-lasting: onestudy from the United States pointed out thatvulnerable students were more likely to dropout of school, limiting their ability to realizetheir full potential. With respect to drop-outs andlost learning, there is an estimated risk ofreducing U.S. Gross DomesticProduct (GDP) byUS 173-271billion per year by 204018.In Latin America,20%of the populationwas excluded and left completelyunable to carry out a digital transactionduring the pandemic.In Mexico,26%of survey respondents19said they could not perform a transactionwith the government due to their inability toaccess a digital service combined with theclosure of government offices.The COVID-19 crisis cost women around theworld at leastUS 800 billionin lost income20 in 2020.At the same time, the gender digital divide makesit more difficult for many women21 to accessstimulus programmes and opportunities onlinecompared with men. There are long-term impactshere too: researchers fear that women’s futureeconomic participation has already been grosslyaffected by COVID-1922.In India, more than16,000new coronavirus-relatedweb domains were registeredand the number is growing rapidly. Of thesedomains, 0.8 percent were found to bemalicious and another 19 percent were foundto be suspicious 23.Failing to take an inclusive approach todigital transformation can lead to harmsbeyond exclusion – particularly around rightsand protections. Digital transformation canenable surveillance, the closing down of civicspace and threats to rights and individuals.In Uganda for example, digital ID systems ledto the exclusion ofup toone thirdof the population,with women and older persons excluded fromhealthcare and social protection becausethey were unable to meet mandatory IDrequirements24. As the UN Special Rapporteuron extreme poverty and human rights notes,there is an urgent need for efforts rounddigital transformation to focus on inclusion andrights in order ”to avoid stumbling zombie-likeinto a digital welfare dystopia”25.7
UNITED NATIONS DEVELOPMENT PROGRAMMEWhy inclusive digital transformation matters:illustrative benefitsAs discussed in the previous section, societies must urgently take aninclusive approach to digital transformation. UNDP believes that companies,governments, nonprofits and people can all benefit from an intentionallyinclusive approach. Evidence is emerging from around the world to supportthis proposition. Below are some examples. We have called these benefits‘illustrative’ because they will not automatically be realized in every context.More research is needed to understand what conditions are needed, andhow to achieve them.More inclusive approaches can.ExamplesBenefit governments and the vulnerable population.improve public servicedelivery, lower the cost ofaccess, and reduce corruptionThe Government of Bangladesh’s focus on inclusive digital serviceshas saved two billion days of people’s time26. People can noweither access services digitally or through service points much closerto home.According to recent research from the Government of Mongolia27,the Government is expected to save a total of 3,581 hours per yearfor its population as a result of putting 181 services online throughe-Mongolia28.In India, the Karnataka district government has established anelectronic land record system29 estimated to have saved 7 millionfarmers 1.32 million working days in waiting time and preventedRs.806 million (approximately US 10.8 million) in bribes to localofficials in its first several years30.The Chief Justice of the Supreme Court of Uganda issued a directivein 2020 enabling judgments and rulings to be issued to the parties viaemail or WhatsApp31. On 29 April 2020, the Chief Justice’s directivewas followed by the issuing of a set of guidelines pertaining to thejudiciary's use of online hearings.accelerate and improve.accelerate and improvesocial protection programs,social protection programmes,through better targetingthrough better targetingand faster, safer disbursaland faster, safer disbursalof paymentsof payments8In Togo, the digital social safety net programme ‘Novissi’ providedfinancial support to informal workers affected by the COVID-19 crisisby transferring cash into their mobile money accounts32 – includingthose in remote areas.The Government of Bangladesh, in collaboration with the fourlargest national Mobile Money Operators, implemented a cashassistance programme that benefitted 5 million families impactedby the COVID-19 pandemic in April 2020.
CHIEF DIGITAL OFFICE mitigate conflict andviolence through predicting,tracking and preventingall forms of violence andaddressing its impactsIn Guinea Bissau, UNDP supported the creation of the country’sfirst fact-checking platform ‘Nobaschecker’33 to address COVID-19disinformation and unmask false news around the pandemic byproviding scientifically verified facts and news.Several interventions to tackle violence against women during thepandemic relied on digital technologies. The most common digitalchannel is mobile phones, which have been used in nearly70 percent of digital responses to gender-based violence34 duringthe pandemic, globally.Benefit business and society.create growth opportunitiesfor businessesUNICEF, Arm and Dalberg research identified six major growthopportunities for tech players in emerging markets. Together, these“urban tech bets” have a potential market size of up to US 2.2trillion35. They include providing digital services for recruitinginformal workers, water metering and emergency response. Eachcould generate sizeable financial returns while creating value forunderserved families in urban areas.improve productivity andprofitability for businesses,including for small andmedium-sized enterprises(SMEs)SMEs in developing countries with internet access experience anaverage 11 percent productivity gain. Connected farmers andfishermen can increase their profits by 8 percent by tracking weatherconditions and comparing wholesale prices36.lead to better products andservices that benefit usersand generate revenueThe Microsoft Teams ‘blur’ feature38 was originally proposed anddesigned by a deaf software engineer, to make lipreading easier. Butthe feature has done much more: it has benefitted millions of users byhelping them protect their privacy.The World Bank found that African firms using the internet have onaverage 3.7 times higher labour productivity than nonusers and 35percent higher total factor productivity37.Benefit individuals and the economy.create new jobs for people,and support economicgrowthBroadband can help expand access to task-based work throughoutsourcing platforms. The World Bank estimated that increasinginternet access to 75 percent of the population in all low-incomecountries could create more than 140 million jobs around the world39,as well as adding US 2 trillion to global GDP. help reduce poverty, bycreating new or improvedopportunities to earn incomeMobile money service M-PESA has lifted 2 percent of the Kenyanpopulation out of poverty. The benefits for female-headed householdsare even greater than those of male-headed households40.The UK Centre for the Economics of Education estimates thatindividuals who have learned basic digital skills could expect a lifetimeincrease in their average hourly earnings of 2.8 percent41.9
UNITED NATIONS DEVELOPMENT PROGRAMMEHow can countries accelerateinclusive digital transformation?Successful inclusive digital transformation is a multi-stakeholder effort andrequires recognizing competing interests that drive decision-making. Thechanges introduced through the process of digital transformation presentnew opportunities – but also costs for others, particularly those who resistand influence these changes based on their own interest.UNDP has a strong history of iterative, context-driven approaches todevelopment interventions42. Importantly, digital transformation is a processof change that is already well underway – including in contexts wherestakeholders may privilege personal or elite interests over the SDGs andpublic good. This therefore requires interventions aimed at shoring upindividual rights and mitigating the misuse and harms of the potential offeredby digital technologies.Below are ten good practices based on UNDP's experience andobservations. These are purposefully not called the best practices. There isno one recipe for success at a national level. The right approach will dependon the digital readiness of each country, the enabling conditions, as well astheir development objectives and resources.These approaches aim to serve as useful inspiration for countries wanting toaccelerate inclusive digital transformation and mitigate its potential harms.10
CHIEF DIGITAL OFFICEThese good practices are divided into four categories: setting up forsuccess; investing in infrastructure; investing in people; and deliveringhuman-centred services.Setting up for success:1. Introduce participatory policymaking and governance for inclusivedigital transformation2. Strengthen institutions to lead digital transformation3. Strengthen national digital safeguards, laws and standardsInvesting in infrastructure:4. Invest in responsible data collection and usage5. Invest in meaningful universal connectivity6. Advocate for appropriate use of digital public goodsInvesting in people:7. Build national digital literacy and capacity8. Build diverse, interdisciplinary teamsDelivering human-centred services:9. Support inclusive business models10. Promote inclusive service design11
UNITED NATIONS DEVELOPMENT PROGRAMMESetting up for success1. Introduce participatory policymaking and governance forinclusive digital transformationEvidence-based participatory policymaking can help with designing amore inclusive digital transformation strategy. Governance that has diverserepresentation can ensure inclusivity throughout implementation.Examples of inclusive policymaking practices include: cross-sectoralconsultations and dialogues, people’s assemblies, third-party organizationsthat act as bridge-builders, and informal networks of advocates and experts.Chile uses ‘Virtual Congress’, a web platform that enables people to providefeedback on draft legislations – it has more than 130,000 users43. Othercountries have accompanied consultation with webinars and training eventsto help encourage the participation of diverse groups44.Steering and advisory boards that give greater weight to marginalizedgroups can also play an important role. They can ensure that inclusivityremains a priority all throughout and help anticipate unintendedconsequences on vulnerable users and stakeholders45. Their role mightinclude monitoring and assessing the implementation of a digital strategy –at a national level or within a company, nonprofit or city government. Thesegroups can also help keep up engagement and momentum with diversecommunities after the initial strategy has been developed. It is good practicefor these groups to work in a transparent way, making minutes available andreporting on progress publicly.Strengthening existing oversight mechanisms can play a crucial role inensuring that policy and governance of digital transformation efforts arefocused on inclusion and achieving the SDGs. In parliaments, severalgovernments have been called to account – for example, parliaments inPakistan, the United Arab Emirates, the Netherlands and Sierra Leonehave called on their respective government to explain their implementationefforts towards the SDGs46. Parliaments are also embracing digitaltransformation. The Inter-Parliamentary Union (IPU) has established a Centrefor Innovation in Parliament47, which provides support to parliaments to makebetter use of digital tools in their work with a view to achieving enhancedoutreach, transparency, accountability and efficiency. In Brazil, there is aproject that aims to pull together open data from multiple parliaments intoa portal to create new ways for researchers and parliaments to analyse andimprove the law48.12
CHIEF DIGITAL OFFICECase Study: DominicaMaking policymaking more inclusive throughdesign thinkingUNDP supported the Government of Dominica to develop itsNational Digital Strategy through a design thinking process to ensuredigital inclusion was centrally embedded. Ensuring that the processwas participatory from the outset was key, particularly by involvingkey stakeholders from the private sector, civil society and thegeneral public.Based on the results of UNDP Digital Readiness Assessment, theteam set up thematic working tables where participants discussedkey concerns and priorities. UNDP worked closely with all thestakeholders to help articulate their needs and ensure they werereflected in the Strategy. Ultimately, this assisted the Government inbetter understanding the needs and priorities of the various groups.The result was a co-developed Inclusive Digital Strategy.It was particularly important for the Government that the processof creating a national digital strategy and related policies wasparticipatory. Robert Tonge, Dominica’s Coordinator for DigitalEconomy said, “The Government is reaching out to stakeholdersand the public to ensure their priorities and concerns are reflectedin this vision for the digital future of Dominica.”49For more information, visit: icans-shape-their-digital-future-support-undp13
UNITED NATIONS DEVELOPMENT PROGRAMME2. Strengthen institutions to lead digital transformationInstitutional governance mechanisms are necessary for successful inclusivedigital transformation, particularly to ensure that rights are upheld. Ascountries look towards the future, now is the right time for stocktaking: Arecurrent institutions and governance mechanisms fit for purpose? Are rolesand responsibilities clear? Where are the gaps? What new capacities or eveninstitutions might be needed? And how can new institutions bring the oldones along with them?The National Payments Corporation of India, a non-profit created in 2007from a partnership by central bank and companies, is an example. It wasdesigned to create and manage the country’s digital payments infrastructure,including the unified payments interface (UPI). UPI handled more than 4 billiontransactions in the month of October 2021 alone50, and has made asignificant contribution to the country’s flagship financial inclusion programme.The Australian National Human Rights Commission carried out a 3-yearpublic review of issues around human rights and technology51. The finalreport sets out a roadmap for responsible innovation — taking advantageof the promise of new technology, whilst upholding human rights. Thereport’s recommendations are intended to ensure that new technologies aredeveloped and used in ways that are inclusive, accountable and with robusthuman rights safeguards.Governments have also created new teams, units, agencies and evenministries linked to digital transformation. The overarching objectiveof these new structures are generally twofold: to accelerate inclusivedigital transformation across government and to attract digital technologypractitioners to the public sector. Institutions that are well informed andhave the necessary capacity can help ensure proper oversight of digitaltransformation and promote effective collaboration across all sectors.An example is Bangladesh’s Access to Information (a2i) unit52, which ispart of the Prime Minister’s Office, and has been supported by UNDP forseveral years. In addition, Mauritania has established a National DigitalAgency53, with support from UNDP; Ukraine established a Ministry for DigitalTransformation in 201954; and Moldova installed a new Deputy Prime Ministeron Digital Transformation, and a Digital Cabinet55.14
CHIEF DIGITAL OFFICEPhoto: Government of BangladeshCase Study: BangladeshHow an effective institutional setup helped with service deliveryand pandemic responseBangladesh launched its national strategy ‘Digital Bangladesh’ in 2008 primarilyfocusing on bringing every home under the digital network56. Since the launchof Digital Bangladesh, the number of people online has increased from 3 percentto 70 percent (116 million people)57 as of March 2021.The flagship governmental programme under Digital Bangladesh - Access toInformation (A2I) - was supported by UNDP. A2I has improved access to publicservices through a network of more than 5,800 digital centres. This distributionmodel means that people do not need to travel more than 4km to access over150 basic services.During the pandemic, the country repurposed the national informational hotlineinto the COVID-19 National Call Centre. With more than 13 million calls receivedand 4,300 doctors enrolled58 in the doctor pool, the call centre provided essentialinformation to people and connected doctors with patients. The system alsoallowed the tracking and identification of COVID-19 hotspots in near real-time.A2I investments also paid off as the government set up virtual courtrooms, ane-mobile court, and a judicial portal providing access to justice during the pandemic.For more information, visit: https://a2i.gov.bd/15
UNITED NATIONS DEVELOPMENT PROGRAMME3. Strengthen national digital safeguards,laws and standardsCountries are rightly concerned about protecting the right to privacy andclarifying rules around the ownership and us
digital transformation enables countries to adapt and to use digital effectively, systematically, sustainably, and in a way that promotes social cohesion instead of fomenting divides. Without intentional efforts to uphold rights, digital transformation can . Society Digital Transformation Framework (see Figure 1) sets out the most important
The 5 Disciplines of Inclusive Leaders 05 Inclusive leadership is not just about diversity and inclusion Figure 1: The business case for inclusive leadership. Inclusive leaders drive organizational growth in the 21st century. Biggest challenge: create growth. To have growth you need
storage, the bathroom is now a place for relaxation, indulgence and pampering. This report describes some Inclusive Design considerations for the changing role of the bathroom as we age. Inclusive Bathroom Design As We Age 4 5 Adopting an Inclusive Approach The research that is the foundation of this report directly involved older people from
Digital inclusion is defined in various ways and is often used interchangeably with terms such as digital skills, digital participation, digital competence, digital capability, digital engagement and digital literacy (Gann, 2019a). In their guide to digital inclusion for health and social care, NHS Digital (2019) describe digital
Expanding digital identity and literacy for innovative public services 29 India Catalysing transformation through digital identity 32 United Arab Emirates Accelerating the digital dividend in government services 35 3. Growing the Digital Economy 38 United Kingdom Developing the digital economy through careful targeting of government support 41.
Inclusive Pre-School Programmes. 10. Access to School and the Learning Environment I – Physical, Information and Communication. 11. Access to School and the Learning Environment II – Universal Design for Learning. 12. Teachers, Inclusive, Child-Centred Teaching and Pedagogy. 13. Parents, Family and Community Participation in Inclusive Education
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reads and genomes. Accelerating this task requires parallel computing. Among the current parallel computing platforms, the graphics processing unit (GPU) provides massively parallel computational prowess that holds the promise of accelerating scientific applications at low cost. In this paper, we propose GPU-RMAP, a massively par-
Level 1 1–2 Isolated elements of knowledge and understanding – recall based. Weak or no relevant application to business examples. Generic assertions may be presented. Level 2 3–4 Elements of knowledge and understanding, which are applied to the business example. Chains of reasoning are presented, but may be assertions or incomplete.
