Infocomm Development Authority of Singapore

A. Problem Analysis

 1. What was the problem before the implementation of the initiative?
Like most major cities in the world, information and communication technology (ICT) adoption in Singapore has become increasingly pervasive and integrated in almost every aspect of its people’s daily lives. Apart from improving personal productivity and efficiency, ICT adoption also enables one to enhance one’s employability, integration into the mainstream society, and ability to lead a more independent, fulfilling life. Despite its benefits, not every population segment is able to benefit from ICT. In particular, persons with disabilities (PWD), students from low-income households and senior citizens are the three segments who somewhat still lag behind in ICT adoption. The key issues that hinder ICT adoption among these population segments are as follow: a. Affordability of ICT – Findings from Singapore’s annual nation-wide surveys on ICT usage over the last 5 years revealed the cost of computing devices and Internet subscription as the main barrier that hinders ICT adoption among students and PWDs from low-income households. b. Literacy and ability to adopt ICT – The lack of ICT skills and literacy among seniors and PWDs are key barriers to their ICT adoption. Seniors and PWDs who missed out on formal education opportunities are particularly affected i.e. seniors and PWDs who are illiterate find it extremely difficult to use computers/Internet. In multi-racial/multi-lingual Singapore, a lack of ICT training conducted in languages other than English poses a considerable barrier to seniors who wish to learn more about ICT. Further, as mainstream ICT training providers cater mainly to working adults, seniors often find that they cannot keep up with the pace of training. These training providers also rarely offer customised content, accessible physical training environments, ICT/assistive devices and software to facilitate their learning. c. Mind-set on ICT adoption – Seniors, particularly pre-baby boomers, are either not interested or do not see a need to adopt ICT and because of this mind-set, they are in danger of distancing themselves from highly digitalised mainstream society. PWDs’ mind-set on ICT adoption (including assistive technology that enhances their abilities in activities of daily living) is lukewarm as they are uncertain about the benefits of ICT adoption. To this end, ICT is underutilised among PWDs at a systemic level and the adoption of ICT as an enabler for PWDs is one of the key priorities in Singapore’s masterplan for the disability sector.

B. Strategic Approach

 2. What was the solution?
The Digital Inclusion Initiatives (DII) are led by IDA and formulated with support from stakeholders from the people, public and private (3P) sectors. DII’s main objective is to bridge digital divide among the population segments (i.e. needy students, seniors, PWDs). A beneficiaries-centric principle is adopted and multi-pronged strategies were implemented to address the issues that hinder ICT adoption through targeted initiatives for the different population segments. The strategic approach is outlined below. a. Adopt a 3P-partnership approach The 3P partnerships have enabled the optimisation of strengths and resources of different organisations from the 3P sectors to maximise the output of initiatives for the targeted population segment beneficiaries. b. Identify champions for initiatives Champions were identified for each population segment to drive digital inclusiveness among the respective segments. For instance, organisations like Society for Physically Disabled (SPD) and SG Enable (established by the Government as a backbone organisation for our disability sector to provide integrated help to PWDs) were engaged to validate issues that hinder PWDs’ adoption of ICT while others such as RSVP – The Organisations of Senior Volunteers (RSVP), were engaged to better understand the mind-set of seniors who have not adopted ICT. c. Align stakeholders’ objectives As the lead agency for DII, IDA formulated the implementation plans for each population segment. The plans include the implementation approaches for working with the identified champions and how the DII’s initiatives objectives would align with the champions and stakeholders’ objectives. d. Deploy multi-pronged strategies By working through the identified champions, IDA deploys an integrated multi-pronged strategy to reach out to the beneficiaries. The strategic thrusts and their supporting strategies/programmes are described below: i. Equipping the Needy – The NEU PC Plus Programme (NPP) provides subsidised computer and free broadband access to low-income households with school-going children; offers last mile financial assistance through industry donation for those who cannot afford the co-payment amount, to earn their fully-paid PC by doing some form of community service; supports schools that deploy specialised infocomm devices directly to students from low-income households. ii. Engaging the Seniors – The Silver Infocomm Initiative (SII) aims to help seniors get connected digitally through 4A strategies: raising Awareness of ICT and its benefits through talks and roadshows; increasing Adeptness of infocomm skills among seniors via tailored bi-lingual training and hobby-based courseware; enhancing Availability of ICT training and access by setting up senior-friendly ICT learning hubs and free surfing hotspots; promoting Advocacy of ICT usage through word-of-mouth and peers. iii. Empowering the Disabled – The Infocomm Accessibility Centre (IAC) was set up to offer pan-disability ICT training, and Assistive Technology (AT) loan library service to support PWDs’ trial before they purchase the AT device. A new programme Enable IT has also been developed to enable PWDs, through adoption of IT/AT to enhance their abilities in activities of daily living, education and employment. e. Ensure relevancy The programmes are designed to address the needs of specific target audience. It is important that the programmes are relevant and current so that the assistance is effective. The programme review and stakeholders engagement are on-going effort. For instance, NPP has gone through several evolutions from the pilot PC reuse scheme, to a programme that equips students with PC bundled with broadband; a last mile financial assistance, iNSPIRE Fund, was subsequently added to allow students to perform community service in place of copayment of the PC; a complementary Broadband-Only scheme was introduced in 2009. Similarly, IDA is continuously formulating new topics to meet the training needs of seniors amidst the ever changing IT landscape. To-date, there are 25 course modules including eTranasction, Social Networking and Smart Phone. Feedback were sought from the stakeholders involved in the course of implementing the initiatives through channels such as surveys, dialogues etc.

 3. How did the initiative solve the problem and improve people’s lives?
a. Beneficiaries-centric – focus on people and their issues. i. Financial gap is addressed by subsidising the cost of PC and providing free broadband service for needy students. Furthermore, a last mile solution is available to those who are not even able to afford the co-payment; ii. Seniors’ resistance to ICT learning is reduced through intergenerational IT bootcamps as seniors enjoy bonding with younger generation. Tailored bi-lingual hobby-based course modules enable seniors to learn ICT skills while they pursue their hobbies (e.g. eTravel introduces both travel destination and how to book flight and hotel online); iii. Pan-disabilities training facilities allow persons with different disabilities learn ICT skills in the same accessible environment with wide range of AT devices. b. Increased touch points and streamlined process through multi-partners collaboration. i. ICT learning hubs and access points set up at places frequent by seniors to make it more convenient for seniors to learn/use ICT; ii. Students who are recipients of Ministry of Education financial assistance schemes (MOE-FAS) are exempted from income checks. c. Peers Approach i. Seniors’ fear of seeking ICT assistance is lowered through a free IT Helpdesk manned by senior volunteers. ii. PWDs/seniors who embrace ICT as mentors to other PWDs/seniors.

C. Execution and Implementation

 4. In which ways is the initiative creative and innovative?
a. Feasibility Study and Research ( May 2005 to January 2006) A high-level steering committee was convened to spearhead the development of Singapore's 10-year masterplan to grow the infocomm sector and to use infocomm technologies to enhance the competitiveness of key economic sectors and build a well-connected society. iN2015 is a living blueprint, jointly developed with the people and the private sectors, to navigate Singapore's exhilarating transition into An Intelligent Nation, A Global City, Powered By Infocomm. The findings from national-wide surveys on ICT adoption among the Singapore population were examined to identify population segments that require IDA’s interventions or help for digital inclusiveness. b. Formulation of Implementation Plan (January 2006 to November 2007) i. Stakeholders were consulted and engaged in course of formulating detailed implementation plans for each identified population segments ii. The consultation included focus group discussions, surveys, dialogues etc iii. Approval for the following implementation plan and funding was obtained: o NEU PC Plus to equip the needy students (August 2006) o Infocomm Accessibility Centre to empower the disabled (April 2007) o Silver Infocomm Initiative to engage the seniors (November 2007) c. Implementation, Enhancement & Operations (August 2006 to present) i. Students from low-income households o Launch of NEU PC Plus (October 2006) o Launch of iNSPIRE Fund under NEU PC Plus to allow students to perform community service in place of co-payment (November 2007) o Enhanced NEU PC Plus to provide more options for computing devices and Internet connectivity and launched complementary Broadband-Only Scheme (June 2009) o Raised qualifying household income cap and increased subsidy value to help more beneficiaries and introduced grant to schools (November 2011) o Streamlined application process for students who are beneficiaries of MOE-FAS (October 2013) o Raised qualifying household income cap and reduced community service hours to make the assistance more accessible (May 2014) ii. Seniors o Organised annual Silver Infocomm Day (SID), a mass IT training event (2007 to 2014) o Presented Silver Infocomm Champion Award annually (2008 – 2011) o Presented Silver Infocomm Wellness Ambassadors Award annually (2012 to 2014) o Launched tailored curriculum for seniors (2 to 3 modules a year) – Silver Infocomm Curriculum (2008 onwards) o Launched Silver Infocomm Junctions (SIJs) that offer IT training for seniors (December 2007)  Set up 14 SIJs (as at March 2012) o Launched Silver Infocomm Hotspots (SIHs) that offer free surfing to seniors (March 2010)  Set up 124 SIHs (as at March 2013) o Launched Intergenerational IT Botocamp (March 2010)  Co-organised 100 Bootcamps with 62 schools (as at August 2014) o Launched Silver Gen PC Specials that offered seniors discounted PCs (August 2010) o Launched Silver IT Care, a dedicated free IT helpdesk for seniors (October 2013) o Launched Silver IT Care database to improve turnaround time and provide optimal solutions to beneficiaries (September 2014) iii. PWDs o Launched Infocomm Accessibility Centre (July 2008) o Annual award of Youth Spark IT Scholarship (2010 to 2014) o Kick-started the development of courseware on Accessibility Features of Mainstream Devices and the train-the-trainer programme (March 2014) o Developed Enable IT Proramme to enable PWDs through Infocomm and AT (October 2014) d. Formulation of New Initiatives (February 2014 to present) o Reviewed existing programmes and identified gaps. o Conceptualised new initiatives to drive digital inclusiveness in Singapore. The new initiatives formulated focus on ways to continue to drive digital inclusiveness and also to expand the scope of IDA’s intervention. Newly announced in September 2014, the Digital Inclusion Fund seeks to help low-income households, the Voluntary Welfare Organisations (VWOs) to bridge the digital divide. The DI Fund supports two programmes: Home Access and Social Innovation.

 5. Who implemented the initiative and what is the size of the population affected by this initiative?
a. Students from low-income households (NPP), stakeholders involved include: • 11 Self-help groups and VWOs (e.g. Chinese Development Assistance Council, Association of Muslim Professionals, SPD) - appointed as Lead Agencies (LAs) that do applications processing & co-market NPP • Singapore Children Society - iNSPIRE Fund administration • Schools, Institutes of Higher Learning (IHLs) - grant schools deploys PC bundled to students, all schools and IHLs assist to collate application forms and send to Las • MOE - streamlined application process for MOE-FAS students • Singapore IT Federation, May Bank, Singapore Post - donated funds to support iNSPIRE Fund b. Seniors (SII), stakeholders involved include: • NPOs (e.g. RSVP, Council for Third Age (C3A), Community Club) - reach out to beneficiaries and premises support, appointed as Silver Infocomm Junction or Silver Infocomm Hotspot that offer training and free surfing respectively to seniors • Schools, IHLs (including staff and student volunteers) - premises support and student cyberguides for annual SID for seniors and Intergenerational IT Bootcamps • Other Government agencies, e.g. Ministry of Communication and Information, People’s Association Active Ageing Council, National Library Board, Media Development Authority of Singapore - co-champion and/or support for initiatives • Industry players (e.g. Samsung, Xiaomi, Microsoft, SingTel, M1, Dell) - cash and kind sponsors for SID c. PWDs (IAC), stakeholders involved include: • SPD - appointed to manage, operate IAC and Provide consultancy and expertise on disabilities • VWOs (e.g. Singapore Association for the Visually Impaired, Singapore Association for the Hearing Impaired) - reach out to beneficiaries and premises support • Other Government agencies, e.g. Ministry of Communication and Information, National Council of Social Services, Ministry of Social and Family Development - co-champion and/or support for initiatives • Microsoft - cash and kind sponsor to IAC , Youth Spark IT Scholarship The private sector companies who have contributed in initiatives across the different groups of beneficiaries include both ICT and non-ICT solution providers. They include both multi-national companies as well as Singapore’s home-grown companies.
 6. How was the strategy implemented and what resources were mobilized?
The total funding for the initiatives is $36.7M and the breakdown for the respective population segments is as follows (please note that the funding has been rounded off): a. Students from low-income households ($27.6M) b. Seniors ($3.2M) c. PWDs ($5.9M) The above funding is allocated from IDA’s funding set aside to drive digital inclusiveness. Other Government agencies have also put in their share for the initiatives it amounts to about $9M. In addition to the fundings provided by IDA and other Government agencies, private sector organisations have also contributed to the initiatives by providing sponsorship in cash (e.g. donation to the iNSPIRE Fund which supports students from low-income households to own a PC), and/or kind (e.g. pro-bono services to develop online registration for training, products as lucky draw prizes for events). The estimated amount of sponsorship contributed by the private sector amounted to about $4.5M. The people sector organisations such as VWOs, NPOs have also contributed their share. Some examples include: a. For NPP: 11 Self-Help Groups and VWOs contribute manpower to process applications from students and support marketing of the programme. b. For IAC: SPD’s contribution in physical space to defray rental cost, transport service to move the PWDs to and from IAC. c. For SII: VWOs and NPOs contribute physical space to house and operate the SIJs and SIHs so that seniors can access to IT training and resources easily. The digital inclusion initiatives are managed, developed and implemented by a team comprising 8 full time staff headed by a Deputy Director. All staffs have to take on multiple projects and each project team comprises 2 to 3 members so that they can support and cover one another to ensure smooth operations. To provide opportunities for exposure, project team members are rotated across the initiatives. Each project team member also has the opportunity to advance to project leader or project manager. Like most organisations, the team faces human resource crunch especially when the need arises to expand the initiatives or to develop more in-depth work within existing initiatives. The team has to resolve manpower issue strategically and creatively. One effective way is through collaboration with other organisations whose objectives align with that of DI. This allows the partners and IDA to pull resources together and support common goals. Another effective method that resolved manpower issue is to leverage individuals who are positive to help and students who want to be involved in community involvement programme as volunteer cyberguide or ushers to support events such as mass IT training.

 7. Who were the stakeholders involved in the design of the initiative and in its implementation?
The concrete outputs (as at September 2014) that contributed to the success of the initiatives include: a. Over 16,700 low-income households with school-going children have been equipped with computing device and/or Internet connectivity. Before owning computers through the programme, most of these school-going children and PWD had limited or no access to a computer. Beneficiaries such as Chan Yu Fan, a 14-year old secondary school student and Norliana Bte Mohamed Ajam, a 30 year-old PWD, shared that obtaining the computers through the programme made a significant difference to their lives. b. More than 93,000 training places have been attained amongst seniors (85,000) and PWDs (8,000). Seniors and PWDs have indicated that they would recommend their peers to attend the training offered by the programmes. For instance, the surveys conducted after SIDs indicated that more than 95% of participants were satisfied with the event. c. More than 430 calls and PC repairs have been dealt with successfully by the Silver IT Care in 10 months since its launch. d. Over 80 senior ICT advocates have been appointed as Silver Infocomm Wellness Ambassadors since 2012. The advocacy is also demonstrated through collaboration between IDA and the ambassadors, for instance, digital photography service provided and sharing of IT knowledge as speakers at events for seniors organised by IDA. e. 33% of the 181 trainees who have completed IT Apprenticeship training secured jobs in open employment market. With the skills attained from the training, trainees provided feedback that they were enabled to pursue their dreams, attain their sense of self-worth and financial independence through their employment. In addition, the Intergenerational IT Bootcamp won the Commonwealth Association for Public Administration and Management (CAPAM) International Innovations Award in October 2012 under the Innovations in Citizens Engagement and Dialogue category.

 8. What were the most successful outputs and why was the initiative effective?
The following common systems/processes were put in place for DII: a. Contact Centre and email - to address queries from beneficiaries, general public. b. Regular Operations Meetings - conduct monthly operations meetings with SIJ partners, half-Yearly NPP Lead Agencies Dialogues (LA) c. Regular Partner Management Meetings - conduct yearly NPP LA Management Dialogues d. Budget utilisation reports - to monitor utilisation and track sufficiency of funds to implement initiative e. Progress reports to management - to monitor the efficacy of initiatives and ensure attainment of deliverables and report back to management and stakeholders. f. Quality management framework (including standard operating procedures) - to ensure quality and consistency in service delivery to beneficiaries (e.g. turnaround time for processing applications from beneficiaries). g. Risk management framework - to mitigate and manage risk factors. h. Feedback and engagement of beneficiaries (e.g. interviews, surveys)- to gather inputs for enhancements of initiatives (e.g. community service in place of co-payment for students from low-income households is a result of beneficiary engagements) and evaluate the impact of initiatives for beneficiaries. i. Feedback from private sector partners to gather inputs for enhancements of initiatives j. Financial and procurement framework to ensure fairness and accountability in procurement k. Internal and external audits - to ensure that compliance to guidelines and procedures, etc l. NEU PC Plus Online System - to support NPP workflow from application processing to PC deployment In addition, the IDA project teams conduct weekly/fortnightly meetings on operational matters and problem resolutions. The discussions and decisions made during the meetings were documented accordingly. Other engagement platforms include Event Organising Committee meetings during the preparation and execution of SIDs; Advisory Committee meetings to review strategies and set direction for implementations at the IAC.

 9. What were the main obstacles encountered and how were they overcome?
a. Consistency and quality of service Consistency and quality of service have to be managed when volunteers are co-opted to support the initiatives. For instance, different senior volunteers manning the IT helpdesk dedicated for seniors may have differing levels of experience and hence some may provide better advice than others. Another example can be a more experienced trainer can deliver comprehensive presentations to senior trainees. To minimise the effect, the team devises ways to maintain and manage the quality by enhancing the initiatives. Examples of such enhancement include development of common knowledge base for volunteers manning the IT helpdesk, providing trainer guides for trainers and having train-the-trainer sessions. b. Commitment of commercial organisations on pro-bono activities (services) The team found it challenging to work with commercial organisations on pro-bono activities if the organisation’s corporate directions are not well aligned to the objectives of DII. The organisations may be less committed when compared to engaging them for a paid service, they may, for example, not adhere to completion timelines of the activities. To alleviate the impact of this obstacle, the team engaged the organisations’ management early to help them understand the objectives of DII before seeking their commitment to provide pro-bono services. By adopting project management practices, for instance, communicate the timeline clearly and providing timely updates, the team was able to work with the organisations to complete the activities with minimal impact.

D. Impact and Sustainability

 10. What were the key benefits resulting from this initiative?
The key benefits resulting from IDA’s digital inclusion initiatives are: a. Seniors’ lives enriched through ICT adoption – Seniors who have undergone ICT training with the SIJs have found that the usage of ICT easier than they had initially thought. With the newly acquired ICT skills, seniors shared that their lives were enriched as they are now able to connect and “catch up” with the others digitally e.g. communicate with their children/younger generation through mobile apps, social media etc. This impact is measured through the high satisfaction rate of more than 95% for all our Silver Infocomm Days and Intergenerational IT Bootcamps. The other evident is the continued support rendered by community as well as industry partners. b. PWDs’ employability enhanced through ICT training – Employability of PWDs who have undergone training has been enhanced and many have managed to secure open employment under the initiative. This impact is measured through employment rate. Pei Ling, a PWD who completed the IT Apprenticeship training was one of the success stories. She said: “I'm thankful that Julie (trainer) has been very understanding and supportive towards me. I'm happy to finally be able to put my imagination into reality with the design software skills I learnt at ITAP.” c. PWDs’ abilities improved through ICT/assistive technology adoption – PWDs who have adopted technology have abilities to perform activities of daily living independently. This impact is measured by surveys and studies conducted to measure the quality of PWDs daily lives after the adoption of technology. In addition, the impact can also be indirectly measured by the number of applicants applying for assistive technology fund (administered by another public agency) to defray the cost of acquiring assistive technology. d. Households’ computer ownership and Internet access increased – By defraying the cost of computing device and subscription to Internet service for students and PWDs from low-income households, the beneficiaries are able to own a computing device and/or have access to the Internet. The impact is measured by the increase in the number of households with computer ownership and Internet access in surveys on ICT usage in Singapore. e. Inculcation of Pay-it-Forward spirit among students – Through DII, students from low-income households who are unable to afford the co-payment of computing device can perform community service in place of co-payment. This has helped to inculcate the pay-it-forward spirit among students where they can help others and acquire a computing device in the process. With the positive impact seen from NEU PC Plus Programme, Silver Infocomm Initiative and Infocomm Accessibility Centre, which focus on the 3 population segments of students from low-income families, the seniors and PWDs respectively, IDA decides to expand the assistance towards digital inclusion for various segments of the society beyond the current 3 programmes. A new Digital Inclusion Fund announced by Minister for Communications and Information will support the following programmes: • Home Access - The objective of the Home Access is to provide low-income households (those without school-going children) with access to the Internet. This includes the provision of tablet and broadband (fibre) connectivity in the homes. • Social Innovation - The objective of Social Innovation is to encourage VWOs in the social service sector to adopt IT solution which will help them extend assistance and services to their beneficiaries and to serve them better. It is acknowledged that IT/AT can have positive impact on PWDs. IDA gathered feedback on IAC, engaged relevant stakeholders, conducted literature reviews and research to uncover other opportunities to drive digital inclusiveness and adoption of IT/AT among PWDs. As a result, a new programme Enable IT is conceptualised and developed. It will be implemented through close collaborations with SG Enable and disability VWOs.

 11. Did the initiative improve integrity and/or accountability in public service? (If applicable)
The approach taken by IDA to drive digital inclusiveness is based on a combination of sound Government policies, as well as harnesses the strengths and resources (e.g. financial, manpower, expertise) of different organisations from the people-private-public sectors. As with all other initiatives, there is no infinite funding. To this end, IDA plays a critical role by providing co-funding to help our partners jumpstart the projects and to work with them closely to sustain the projects. For instance, IDA co-funded the cost of ICT infrastructure to set up IT learning hubs, called Silver Infocomm Junctions (SIJs) for seniors at NPOs’ premises. To help the NPOs sustain the SIJs, DI team helps to create demand for the NPOs by publicising and marketing the availability of these learning hubs through channels such as websites, collaterals etc. The team also helps to generate demand for the IT course at these SIJs by running free teaser courses to get seniors excited and interested to want to learn ICT. Since then, it has been observed that some seniors have replicated the effort by setting private IT learning services for seniors. Commercial organisations have also “replicated” the effort through their own innovative ways, for example, telcos have piloted efforts to bundle their services/mobile devices with tailored training on how to use the services/mobile devices for seniors. Another example that demonstrates transferable knowledge and sustainable initiative is the Intergenerational IT Bootcamp. After the successful implementation of the IT Bootcamp, some people-sector organisations (e.g. C3A) have replicated the concept to promote healthy living and bonding between seniors and students through intergenerational bootcamp. The Bootcamp has also taken another form where school teachers assume the role of cyberguides for their parents. The team also facilitated partnerships between some of our NPO partners and other public sector organisations in Singapore on projects in other areas, one example is creating awareness on the digital television switch-over. When the assistive technology (AT) loan library was set up under the Infocomm Accessibility Centre, it was the first in Asia AT loan library. Since then, it has been noted that AT loan libraries for PWDs have been set up around other Asian countries such as Malaysia, Thailand in partnership with academic institutions.

 12. Were special measures put in place to ensure that the initiative benefits women and girls and improves the situation of the poorest and most vulnerable? (If applicable)
a. Effective people-public-private sector (3P) partnership The 3P partnership is an effective approach and enables the team to mobilise resources, harness the expertise and experience of partners. For instance, the SGHs are constantly in touch with the low-income and vulnerable households in providing various forms of support and financial assistance to them. By partnering them as processing agencies for NPP, we are able to cover more grounds then if IDA were to do it ourselves. Further by constantly engaging the SGHs, the team is able to gain a better understanding of the constraints/difficulties faced by the low-income households so as to better improve the schemes to provide more relevant help towards the ownership of ICT devices. This is an approach to be continued. b. Contextualised content programming There is a need to develop content that are contextualised to the beneficiaries’ lifestyle, content that they can relate to and which supports their language preferences. For seniors, instead of the forcing them to pick up skills on ICT office productivity suites in English, it would be more effective to help them acquire ICT skills to help them pursue their hobbies online in their preferred languages. c. Accessibility of initiatives It is important to ensure that the initiatives are easily accessible to the beneficiaries. One example is ensuring that the ICT learning hubs at located near seniors’ homes or places that they frequent so that they can conveniently learn ICT skills while they go about with their daily routines. Thus, the team will continue to take accessibility into considerations when planning for future initiatives. d. Peer influence among beneficiaries The team has learnt that leveraging beneficiaries to influence their peers is a good way to advocate ICT adoption. For instance, engaging tech-savvy PWDs to share on how adoption of AT has enhanced their abilities will help to inspire other PWDs in AT adoption. Another example is working with tech-savvy seniors to help the less tech-savvy peers overcome the inertia of ICT adoption. The team will continue to strengthen the partnership with beneficiaries. e. Adapt initiatives with technological progression With advancement of technology, new computing devices (e.g. rise of tablets) and more everyday objects (e.g. watches) can be connected to the Internet. The team has found that digital inclusiveness can be expanded through the adoption of such technologies beyond traditional computers. As such, the team has made refinements to the initiatives to help beneficiaries to be able to adopt such technologies (e.g. new training content). f. Recognise what do not work The team has learnt to have the courage to admit if wrong assessment was made and to perform remedial actions. For example, the complementary Broadband-Only Scheme in NEU PC Plus Programme was created to help school-going children that have computer but without internet at home. The team strongly felt that the scheme would meet the purpose as there was demand according to the statistics collected by schools. After more than 4 years of operations, the take up rate remained low. The scheme was retired.

Contact Information

Institution Name:   Infocomm Development Authority of Singapore
Institution Type:   Government Agency  
Contact Person:   Shiow Pyng Wong
Title:   Deputy Director  
Telephone/ Fax:   62110888
Institution's / Project's Website:  
E-mail:   wong_shiow_pyng@ida.gov.sg  
Address:   10 Pasir Panjang Road #10-01 Mapletree Business City
Postal Code:   117438
City:   Singapore
State/Province:   N.A.

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