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Evaluation Study of the Digital Communities Wales Initiative A project-based consulting approach SAMPLE REPORT TABLE OF CONTENTS 1. INTRODUCTION – BACKGROUND AND OBJECTIVES .......................................... 1 2. SUPPORTING EVIDENCE................................................................................................ 3 a. Objective 1 - Functional Requirements ........................................................................... 3 Stakeholder Analysis: ..................................................................................................... 3 The Role of Market Forces/ Digital Inclusion initiatives’ Benchmarking: .................... 4 b. Objective 2 - Structural Requirements ............................................................................ 5 The Initiative’s Environmental Analysis: ....................................................................... 5 Personnel Analysis: ........................................................................................................ 5 c. Objective 3 - Resources Requirements ........................................................................... 6 Input – Output Analysis.................................................................................................. 6 SWOT Analysis .............................................................................................................. 6 3. STUDY OF GANTT- CHART ........................................................................................ 7 4. CONTRIBUTION ........................................................................................................... 11 a. Stakeholder Analysis: .................................................... Error! Bookmark not defined. b. The Role of Market Forces/ Digital Inclusion initiatives’ Benchmarking: ............ Error! Bookmark not defined. c. The Initiative’s Environmental Analysis: ..................... Error! Bookmark not defined. d. Personnel Analysis: ....................................................... Error! Bookmark not defined. e. Objective 3 – Resources Requirements (Input-Out and SWOT Analyses) ........... Error! Bookmark not defined. 5. CONCLUDING REMARKS ......................................................................................... 11 I. REFERENCES .................................................................................................................... 12 SAMPLE REPORT 1. INTRODUCTION – BACKGROUND AND OBJECTIVES Quoting the former UK government e-envoy, Andrew Pinder, Olphert, Damodaran and May (2005) stated that “Digital inclusion is not about computers, the internet or even technology. It is about using technology as a channel to improve skills, to enhance quality of life, to drive education and to promote economic well-being across all elements of society. Digital inclusion is really about social inclusion…” (foreword to the DIP Report, [2]). The authors added that, achieving digital assignation is thus more than just making sure that designs do not exclude individuals or groups from having access to technology. According to the authors, to achieve greater social inclusion, those who are side-lined in the community must be empowered to dynamically partake in the fortitude of both individual and life likelihoods. In trying to look into internet accessibility in India whilst discussing the sustainability agenda, Fennell, Kaur, Jhunjhunwala, Narayanan, Loyola, Bedi, and Singh (2018) were of the view that, the setting within which the considered agenda had advanced is one where access to information and communication technology had come to be considered a vital ration of growth. Further to this while citing (Akamai, 2016), the authors were of the opinion that the matter of the quality of connection is one that the main differentiator of urban from rural areas added to the digital divide and this is in addition to social-cultural factors. In support of this, it was stated that, the prominence of incorporating digital inclusion whilst trying to resolve vulnerable people’s health issues is stressed upon in a report commissioned by the Welsh Cooperative Centre and Carnegie UK Trust, which came out right after the government has announced a £3m outlay to address and challenge the digital divide within health and care. It was also acknowledged that, most people who had health and care complications are the same ones who didn’t have access to such tech, have minimal or no digital skills and lack motivation and trust to make them want to go online (BBC News, 2018). The offer to the client in this report covers the scrutiny of three relevant categories of requirements. In order to determine the functional requirements (functionalities that the Digital Communities Wales initiative has to exhibit), the methods stakeholder analysis and digital inclusion initiative’s benchmarking are introduced. For the structural requirements (possibility and appropriateness to implement the initiative’s within Wales’ structural circumstances), environment analysis and personnel analysis cover a basis for future deci- 1 SAMPLE REPORT sions. Finally, input-output and SWOT (Strengths, Weaknesses, Opportunities and Threats) analysis investigate the resources requirements the initiative might face. This evaluative study which will go a long way to achieve and provide a clear analysis of the Digital Communities Wales initiative in meeting the aims and objectives, will be steered within a timeframe of 6 months (24 weeks) which is illustrated by a Gantt-chart. Overall, the rounded character of the tactic (a qualitative approach by means of literature analysis of journal articles, videos, conference proceedings and books and, a quantitative one when it comes to trying to gather primary data), the acknowledged advantages of the individual methods as well as the recommendations which can be derived on the basis of the defined objectives will make the study of high value to the client and provide acceptable information for further actions regarding the initiative’s effectiveness and competence. Having considered the above, the evaluation study covers the following objectives and related methods in order to reveal the client’s requirements for the Digital Communities Wales initiative, whereas objectives and methods shape on one another: • Objective 1: To identify functional requirements so as to find out/ determine the most effective ways to engage people who are digitally excluded by looking at: o Stakeholder Analysis (which entails identifying and mapping stakeholders) o Role of Market Forces/ Digital Inclusion initiatives’ benchmarking • Objective 2: To identify structural requirements so as to determine how to facilitate the co-ordination of digital inclusion activity across all sectors so as to maximize the initiative’s impact, by looking at: o PEST/ Environmental Analysis o Personnel Analysis • Objective 3: To identify resources requirements so as to determine how to help embed digital inclusion within a number of lead or ‘umbrella’ organizations and encourage training and support for organizations and community groups at all levels, by looking at: o Input- Output Analysis o SWOT analysis At first, the offer will demonstrate the projected appropriate approaches which are required in order to disclose the specific requirements of the three objectives. Here, the approaches are described shortly, while suggestions from project management background 2 SAMPLE REPORT and literature exemplify the adequacy of the methods. Based on the presented approaches and their approximate time need, the offer will exemplify the intended approach with the aid of a Gantt chart, providing an outline with start and end times for the individual project steps and methods. Subsequently, the contribution of the particular methods and the project as a whole will elucidate why the demonstrated approach is the most useful one for the initiative’s objectives, supported by several industry cases. Finally, the concluding remarks will recap the core details of the offer in order to deliver final decision. 2. SUPPORTING EVIDENCE The general aim of the study is to find out how effective and efficient (whilst considering the resources employed) the client has been in trying to meet or exceed expectations/ objectives of the Digital Communities Wales initiative as well as finding out how the program works (including its efficacy contributing towards its objectives) and a look at what improvements can be made to make the program better. It’s worth noting that there might exist slight modifications in the client’s requirements as the study takes place and it’s logical to incorporate such changes in order to increase the clarity and depth of the study. So as to keep track of such changes, Nakatani, Hori, Katamine, Tsuda, and Tsumak (2014) suggest that, an incessant reciprocal communication process with the client in the form of a permanent focal person fortifies competence of the study. a. OBJECTIVE 1 - Functional Requirements Although entities/ initiatives that aren’t for financial profit are quite different from those that are, they cover various functionalities from encompassing the whole concept of corporate social responsibilities to ensuring that in doing so, all relevant stakeholder interests are catered for as much as possible whilst the same time looking at how market forces influence the said initiative. Stakeholder Analysis: It’s been stated that a stakeholder is a person or a group of people, or an entity (be it an organization or even the environment at large) who can impact or can be affected by the attainment of an organization’s or in this case, the initiative’s goals (Freeman, 1984: 46). 3 SAMPLE REPORT Fritz, Rauter, Baumgartner and Dentchev (2018) stated that although there’s a need to engage stakeholders, guidance for both stakeholder philosophy and exercise is missing and thus, it’s a challenge to figure out which stakeholder to engage. It’s stated that, the challenges that are faced in an attempt to get more people and entities to embrace digital technologies are yet to be resolved (Welsh Government, 2016). This is even though the number of elderly people that had been digitally excluded in Wales, is reported to have reduced by over three hundred thousand in the last 5 years. Olphert et al. (2005) added to this pointing out that there was proof from numerous investigations that some people don’t prefer using the internet because they believe that there’s no interest in it for them nor is it pertinent. The Role of Market Forces/ Digital Inclusion initiatives’ Benchmarking: Seeing that the Digital Communities Wales initiative is centred around bridging the technological divide that’s found in people in the society, it can be said that, the industry to be looked at when trying to address this challenge, is the ICT/ technology industry. It’s stated by Fresh Minds (2007) that, although the cost of technological usage had dropped (although this isn’t the case throughout the whole world), the strange matter is that the ownership of such technology hasn’t risen as would have been expected. According to the author this was linked to the market spurs of this particular industry. It was later stated that although market forces have fortified a lot of people’s willingness to use the latest digital technologies (which is made possible by using affordable equipment and faster broad band speeds), walls still existed for substantial number of people and thus averted them from partaking in the digital world (Welsh Government, 2016). The author elaborated further by stating that, market forces have not been able to surpass the main blockages of a drive, skills, absence of confidence and access (the latter of which included broadband connections, affordability and convenience). It is also suggested that people’s needs to use digital technologies provided that was an increase in services that were delivered through online channels. It’s noteworthy to state that, the author’s view isn’t guaranteed to work all the time or rather, is not applicable to everyone. This is especially since different consumers/ stakeholders have different needs. Some individuals might even decide to refuse to go online with the mere reason that there is always going to be someone to do it for them and so, they prefer to stick to their norm. It was pointed out that, among the barriers (on the supply side) to climbing access to the internet are the costs involved in infrastructure development which is necessary for deliv4 SAMPLE REPORT ering new technologies with unverified business mock-ups (Siân Herbert, 2017). Other blockades discussed were such as the fact that there’re high operating expenses involved in not only distributing fast broadband to rustic populaces but also, in using creative service models that consider how access to the internet might sit alongside successful business and therefore needing funding from donors whilst making use of definitive breakeven business models. On the other hand, according to the author, the barriers on the demand side were noteworthy and need new content and services to overwhelm them. A fact that’s also pointed out is that some people remain isolated even though they resided in areas with feasible internet access. A likely justification given for this was that it might be partially because there weren’t persuasive details to come online in the first place one of which was that there isn’t enough content on the internet in local languages. b. OBJECTIVE 2 - Structural Requirements After completing the step of stakeholder identification and mapping and, initiatives’ benchmarking, the next step is to analyse the environment in which the initiative operates or is trying to make an effective and sustainable difference while at the same time considering any risks that might exist, come up and how to they’re to be mitigated. The Initiative’s Environmental Analysis: The main drivers for change were said to be the ecological aspects that have a probability to have a high effect on the achievement or failure of strategy within an organization (Johnson, Scholes, Whittington, 2011). The key drivers for change for any business or initiative and its future can be considered using the PEST (Political, Economic, Socialcultural and Technological) model. In this sense, it’s not only important to ensure proper implementation of the strategies used to run the initiative, but it’s also as vital to try to find out how the initiative started, what its key features are and how effective it’s been in reaching its objectives. It was averred that being digitally able has advantages towards entities, government, individuals and the society at large despite the fact that, not all those who are competent in working with digital technologies recognize such benefits (Welsh Government, 2016). Personnel Analysis: For the client to be successful in evaluating this project pioneered by the Welsh government, it has to be ensured that a combination of people with the right skillset to take on this project’s evaluation have to be brought into the mix and trained, all to the client’s 5 SAMPLE REPORT benefit not only in the profit sense, but also in advancing its reputation. Since it’s been a digital initiative involving collaborating with stakeholders with different ages, economic backgrounds, skills and expertise, it’s as important to have individuals skilled in ICT as it is to have the ability to tutor and form connections with the target society. The importance of skills training was acknowledged, and this was even though, in the beginning, most initiatives start off with a very inspiring vision and mission (Meinrath, 2006). Meinrath’s view is somewhat agreed to by Hanna (2018) who stated that, accomplished resources that are hominid play a major role in digital uprising as both workers and creators. Bach et al. (2013) argued for a digital human capital framework which entailed that due to the fact that spending on education (which was assumed to occur within a particular historical, social, political, and economic context) increased (and thus did the depth of education offered), this would ultimately reduce social and exclusion among people of different calibres. According to the authors, the framework called for stronger digital inclusion that decreed access to technology, basic computer knowledge and laborious types of training thus making it the kind of framework that considered not only ways towards economic throughput but also, towards nurturing and enhancing community engagement. c. OBJECTIVE 3 - Resources Requirements Input – Output Analysis This objective considers the necessary resources to be used in ensuring that the initiative meets its current objectives or exceeds expectations. Resources necessary in the addressing and promotion of digital inclusion are such as the attainment of financial resources (which is presently spearheaded by the Welsh government), human capital (which so far, not only are there staff employed within the Welsh Co-operative Centre but the presence of volunteers plays an important role when it comes to staff training) and, the necessary equipment and gadgets (their lifetime and costs). It’s worth noting that, in considering the needed resources (especially in the case of the tangible) they should not only address immediate digital challenges but also, be able to do in a sustainable manner. SWOT Analysis It was suggested that, so as to strengthen the idea of digital inclusivity within an entity, it’s of vital importance to consider each and every one of one’s workers be it employees who interact with clients directly or those who actually made the product itself (Affronti, 2019). According to the author, it matters not, if the entity is in the private sector or public 6 SAMPLE REPORT nor does it matter if it’s a company or an NGO. This, according to the author and it being a strength, instilled a feeling of being connected to a wider team whenever they’re given access to similar tools and technology as the rest of their colleagues. In addition to this, the author acknowledged that it’s vital for frontline workers to the have the appropriate technology to effectively convey information, have the ability to recognize know-hows and solutions that offer a powerful mobile ‘podium’ to support such teams and, to have the proper training whenever technology is enhanced or advanced. 3. STUDY OF GANTT- CHART As presented, all methods are linked to individual execution stages and display certain progression intervals. In order to deliver an outline of the progression of the consulting project for the client, consultant and stakeholders, a Gantt chart is broadly identified as a useful tool (Locke, 2013; Nicholas and Steyn, 2012). In order resolve the issue of the existence of a cost control mechanism and a project’s timing overruns, Kumar (2005) stated that, a regimented cost control and project preparation system was needed i.e. a Gantt Chart. According to the author, such a tool/ system should have provided the info needed for the entire project crew so that the definite performance can be associated with the prearranged performance in a set-up that would have provided an effective, apt depiction of the standing of the project while areas with problems that required specific consideration could be secluded and observed individually. The Gantt chart takes individual execution intervals of the sole project steps as well as steps that are linked and depend of them into account. The dependences are shown as “Finish-to-start” dependences, which means that they demonstrate which steps have to be completed before the subsequent step can begin. On the other hand, the critical path illustrates the order of those vital steps, which have to be accomplished to finish the whole project (Maley, 2012). The full study is planned for 6 months, which depicts 24 weeks, with an initiation meeting opening the project. As it’s already been specified, an unceasing consultant-client communication warrants the competence and comprehensiveness of the study. However, it’s noteworthy to realize that the probable and yet necessary unceasing communication between the two parties does not affect or render the individual meetings in each stage, unimportant. The initiation meeting at the commencement of the study presents the persons involved and answerable persons and, makes pertinent specifics concerning the specific project phases known, as suggested by Passenheim (2009). While the first 20 weeks are 7 SAMPLE REPORT part of the information gathering process whilst working towards drafting the final report using gathered info, all information and notes will be formed in week 21 till 23 in order to produce the study. Since the input-output analysis of the sectors, analysis of employment as a result of the output and, taking a look at the strengths of the internal analysis (based on results of the models in functional and structural requirements) and are overlying happenings which include various aspects, further espousals may be made during the analysis of resource requirements. In week 24, the client will obtain the final report, which will include concluding remarks on the study and opinions towards further actions. Furthermore, an evaluation meeting would offer the likelihood for both sides to provide constructive feedback for future consulting projects. Figure 1 shows the Gantt chart with the order of the particular procedures, their periods and dependences. The task ID aids to position and allot the dependences. While the task itself is conducted if the cells are filled, grey cells symbolize that the individual tasks are continue for a certain amount of time beyond the fixed interval indicated i.e. slack time. And this is without increasing the critical path and the overall duration of the study or project itself. However, it’s to be acknowledged that because processes build on one another, the Gantt chart does not provide much space for slack time. However, the initiative’s study periods were estimated accommodatingly, so that there should not be any major postponements. Indicated in the chart, is the fact that most of the tasks depend on how objective 1 (on the part of stakeholder analysis) is achieved. This ideally means that to ensure the success of the benchmarking of digital inclusion initiatives (objective 1), environmental and Personal analysis (objective 2) and SWOT analysis (objective 3), passing through the stakeholder analysis model has to have taken place. The idea behind identifying dependency in the tasks is caused by the fact that tasks or models in this study aren’t entirely mutually exclusive and therefore, each objective has to somehow be linked to another. The view emphasizing on some limitations to the use of Gantt chart is supported by Geraldi and Lechter (2012) who stated that although this tool aids in scheduling and ensuring a project or in this case, an initiative’s budget is met and maintained, it’s based on philosophies that aren’t relevant to all projects. They elaborated stating that, the result would be the fact that using the tool doesn’t address issues such as indecision, modification, vagueness and complication and thus, the Gantt chart flops to a recognize the perceptions from years of organization philosophy and project management investigation with stable foundation in exigency philosophy. 8 SAMPLE REPORT 9 SAMPLE REPORT Figure 1 – Study Project Gantt Chart (Own Figure) 10 SAMPLE REPORT 4. CONTRIBUTION After having an outline of the methods and process of the study, this chapter will deal with the question of how the stated methods support the objectives that have been identified and the overall aim of determining the efficiency and effectiveness of the initiative and what to address so as to improve and make its impact bigger. Evidences from industry and digital inclusion initiatives examples from various authors’ perspectives are united with researchers’ understandings gained while exploring particular methods. Using this approach, the client will generally attain all necessary info which aids him to get a clear picture of the how to meet and exceeds his set objectives. Furthermore, the client obtains a rounded approach, giving thorough insights about potentials and possibilities for future digital inclusion projects. As a result, the client will be able to make additional relevant decisions regarding the project. Should the structural, functional and resources requirements not fit to the client’s capabilities despite partnering with other entities, the project all together can be considered as a possibility. Otherwise, the study would be the initial step of the initiative’s planning which would save time and money for the client. 5. CONCLUDING REMARKS Olphert et al. (2005) stressed on the point that, more had to be done to understand stakeholders in depth and had observed that, although there’d been a few studies which painted older people as unwilling to get online because of fear, these studies had been few in the UK. They emphasized on the need to not generalize findings but instead strategically try to comprehend people’s alleged causes and barriers so that whatever method of communication or education is chosen, it’s to be designed based on comprehensive data or findings derived from the target audience. Further to this they added that, it’s not as simple to transform a user into a non-user by simply increasing awareness about the benefits and nature of the internet but, other means such as marketing strategies and designing applications and content that’d appeal to older, disabled or vulnerable people affected by digital exclusion was crucial. Seeing that the original target was to reach 15,000 digitally excluded people per year, the program seemed to have exceeded its expectations over in the last four years i.e. an average of 15,625 people can be assumed to have been reached every year since the Digital Communities Wales initiative’s inception (Welsh Government: Wales Cooperative Cen- 11 SAMPLE REPORT tre, 2019). Through its Digital Heroes initiative, the Welsh Cooperative Centre had exceeded its target of training 400 young people and children per year by 7.5 times which seems to indicate that as a means of assisting older people to move away from being digitally excluded, this approach works especially with having health and social health care improvement in mind. In its entirety, the offer to the client delivers a rounded approach to effectively disclose various kinds of requirements linked to the objectives of the study but focused on what the client is interested in. This rounded approach is based on accredited procedures which offer comprehensive instructions/ insights on one hand and clues regarding problems, gaps and how to address them on the other hand. It has to be acknowledged that the study’s qualitative approach by means of literature analysis of journal articles, videos, conference proceedings and books, is designed to the client’s specific needs so that the client receives a study that’s fit for its purpose. The approach entails not only looking at the entire concept and challenge of digital exclusion, but also, acknowledging the Wales initiative’s strengths and weaknesses. In case of enhancements or alterations in the client’s requirements, ensuring that there’s an unbreakable communication channel during the study will support the aim of there being optimal customization of any knowledge gathered. Additionally, the client will always be able to keep track of the different stages of the study by means of the Gantt-chart. Due to the findings/ info the client receives in the study, he will be able to not only clearly know how effective the initiative is but also, learn about any gaps/ challenges that need to be addressed to enable the project to do even better by looking at what other countries and other parts of the UK are doing in terms of what to improve and different examples of how to go about it. I. REFERENCES 12