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1、12Executive Summary05TABLE OF CONTENTSEnhancing Womens Workforce Participation in and through ICTConcluding Remarks:Making an ImpactGlossary of TermsAppendicesWomens Economic Empowerment through Digital Financial Inclusion(DFI)The Unified Framework for Empowering Women in and through ICT1.0 The Impo

2、rtance of Womens Workforce Participation in and Through ICT2.0 The Importance of Womens Economic Empowerment3.1 Key Design Considerations of the Unified Framework6.1 APPENDIX 16.2 APPENDIX 26.1.1 Long-list of initiatives6.1.2 Short-list of initiatives6.1.3 Short-list of initiatives matrix3.2 Lenses

3、and Categories of the Unified Framework3.3 Key Questions to leverage the Unified Framework for Designing Initiatives3.4 The Unified Framework Lenses and Categories A Deep Dive3.5 Application of the Unified Framework An Illustrative Use Case2.1 Key Barriers to Digital Financial Inclusion of Women2.2

4、Key Enablers for Womens Digital Financial Inclusion2.3 Role of Key Stakeholders in Enhancing Womens Financial Inclusion1.1 Key Barriers to Womens Participation in ICT1.2 Key Enablers for Womens Workforce Participation in and through ICT1.3 Role of Key Stakeholders in Enhancing Womens Workforce Parti

5、cipation in and through ICT1465231252545823311324335992599091343841472628291416203Summary of Primary and Secondary Research|Key Insights and TakeawaysGlobal Survey on Empowering Women in and through ICTGap and Opportunity Assessment for DCO Member States(MSs)References6.2.1 Enhancing Womens Workforc

6、e participation in and through ICT|Case StudiesMiddle East-UN Womens initiative for Women in ICT in Jordan 32 Asia-Pacific|IBM STEM for girls 37Europe|Women4IT 36Global|Deloitte 42Global|UNESCO 43Global|G20 Empower 456.2.2 Womens Economic Empowerment through Digital Financial Inclusion|Case StudiesE

7、urope|Altfinator Project 51Asia-Pacific|Indian Financial Services Policies 52Americas|Banco BHD Len(BHDL),Dominican Republic 54 Summary of Key Gaps and Opportunities for the DCO Member States Global|IFC Scale X 55Asia-Pacific|Bangladesh-Bill and Melinda Gates Foundation and HerFinance Project 46Key

8、Data Points|Enhancing Womens Workforce participation in and through ICT|Socio-economic assessment.The Middle East|GPFI and G20 46Middle East|Bank Muscat 47Africa|UNCDF and Women in World Banking 48Africa|M-Pesa 49Europe|European Bank for Reconstruction and Development,Sweden,and Banca Intesa Serbia

9、506.3 APPENDIX 36.4 APPENDIX 46.5 APPENDIX 5Africa|African Girls can Code 33The Americas|Latinas in STEM 38Europe|The European Parliament 34Global|Womens Empowerment Principles Gender Gap Analysis Tool 39Europe|The European Centre for women and technology 35Global|UNCTAD Fostering Womens Entrepreneu

10、rship using ICT in the Digital Economy 411381431471729292102100110112114116126128134158136130147116118120122124591431479410496106981084DOCUMENT DISCLAIMERThe following legal disclaimer(“Disclaimer”)applies to this document(“Document”)and by accessing or using the Document,you(“User”or“Reader”)acknow

11、ledge and agree to be bound by this Disclaimer.If you do not agree to this Disclaimer,please refrain from using the Document.This Document,prepared by the Digital Cooperation Organization(DCO).While reasonable efforts have been made to ensure accuracy and relevance of the information provided,the DC

12、O makes no representation or warranties of any kind,express or implied,about the completeness,accuracy,reliability,suitability,or availability of the information contained in this Document.The information provided in this Document is intended for general informational purposes only and should not be

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14、concerning the legal status of any country,territory,city,or area or of its authorities,or concerning the delimitation of its frontiers or boundaries.Unless expressly stated otherwise,the findings,interpretations and conclusions expressed in this Document do not necessarily represent the views of th

15、e DCO.The User shall not reproduce any content of this Document without obtaining the DCOs consent or shall provide a reference to the DCOs information in all cases.By accessing and using this Document,the Reader acknowledges and agrees to the terms of this Disclaimer,which is subject to change with

16、out notice,and any updates will be effective upon posting.The use of this Document is solely at the Users own risk.Under no circumstances shall the DCO be liable for any loss,damage,including but not limited to,direct or indirect or consequential loss or damage,or any loss whatsoever arising from th

17、e use of this Document.The DCO reserves the right to update,modify or remove content from this Document without prior notice.The publication of this Document does not create a consultant-client relationship between the DCO and the User.5 56EXECUTIVE SUMMARY The Digital Cooperation Organization(DCO)l

18、aunched the Digital Space Accelerator(DSA)initiative to bring together a thematic group of thought leaders,subject matter experts,and decision-makers from governments,the private sector,international organizations,academia,and civil society.This effort aims at identifying solutions that address the

19、key barriers to enabling a thriving,sustainable,and inclusive digital economy.In the constantly evolving landscape of technological progress,the intersection with gender inequality unveils a complex narrative.Technology and innovation possess the potential to challenge and perpetuate disparities in

20、the digital economy.The United Nations(UN)Report states that women make up only two in every ten Science,Technology,Engineering,and Mathematics(STEM)jobs and comprise of just 33%of the workforce in the top 20 largest technology companies.1 Omitting women from the digital economy has curtailed USD 1

21、trillion from the Gross Domestic Product(GDP)of low-and middle-income nations in the past decade.This loss is expected to grow to USD 1.5 trillion by 2025,unless significant corrective actions are taken.2Against this context,the Empowering Women in and through ICT Thought Paper explores the barriers

22、 preventing womens workforce participation and their economic empowerment through digital financial inclusion(DFI)in the digital economy.These barriers encompass a spectrum of challenges including gender-based stereotypes,systemic biases,limited access to education and technology,unequal representat

23、ion in leadership roles,cybersecurity risks,career breaks,low financial awareness,inadequate funding and limited entrepreneurship opportunities.Based on insights gained from extensive primary and secondary research including global case studies,roundtables and surveys,this Thought Paper outlines eff

24、ective enablers and proposes initiatives across multiple dimensions for advancing womens empowerment and financial inclusion.3 47Figure 1:Approach and methodology for Empowering Women in and through ICT Thought Paper.Desktop research covering global and regional case studies.Desktop research coverin

25、g socio-economic data points to outline key trends and enablers.Global roundtable discussions with industry leaders and experts on women empowerment at the GCC HQ,and on the sidelines of Africa Tech Festival,Cape Town and,UNCTAD E-week,Geneva.Opportunity and gap assessment using external research on

26、 global regions to assess current state and identify potential gaps and opportunities.Virtual working group discussions with the DCO Member States(MSs),Observers and partners.Global Survey with 15+questions across 100+responses from both women and men in the Asia-Pacific,Middle East,Europe,Americas,

27、and Africa.8The key enablers for womens empowerment in and through ICT identified through extensive primary and secondary research have been outlined below:Figure 2:Key insights and takeaways on the enablers of womens empowerment in and through ICT from primary and secondary research.Education and S

28、killing Key Enablers(Insights from Secondary and Primary Research)Corporate Support Digital Financial Inclusion(DFI)Promoting Entrepreneurship Policy and AdvocacyLeadership Development Education and Skilling Corporate Support STEM education programs and STEM clubs are perceived as effective instrume

29、nts to drive womens growth in the ICT sector.Having inclusive work policies and gender sensitization are considered important.Promoting interest and passion in technology is seen as a driver for ICT careers.Work-life balance opportunities are key for women to sustain in their careers.Both soft and h

30、ard skills are important for career growth in both,ICT,and non-ICT fields.Support after work breaks and programs to transition back to work are key for women to remain in the workforce in the long-term.9Promoting Entrepreneurship Digital Financial Inclusion(DFI)Leadership Development Policy and Advo

31、cacyImportance of entrepreneurship is emphasized,with women entrepreneurs generating employment for themselves and others,serving as leaders,and role models.Early intervention solutions are key for womens financial inclusions.Examples include training in schools on finance,access to affordable inter

32、net and devices,and improved servicing of Banks.Women leaders are instrumental to drive change in ICT careers and for inclusive representation in emerging technology.Policymakers are responsible for providing leadership in setting policy agendas,thus giving direction in meeting developmental goals.U

33、se of mobile banking and payments,access to government benefits and schemes,and access to microfinance and crowdfunding platforms are some novel ways through which ICT can enhance financial inclusion for women.Leadership programs,Women-focused accelerators,Government funding,and Alternative financin

34、g platforms for women(crowdfunding,peer-to-peer lending,micro loans,etc.)are top ways through which more women leaders and entrepreneurs can be encouraged in ICT.Regulators play a crucial role in bringing more women into the ICT sector as well as empowering them through the use of ICT,providing trai

35、ning programs,setting gender quotas,and driving an inclusive environment.Receiving networking and mentorship opportunities,constant up-skilling,use of social media and e-commerce platforms for the growth of startups,are some of key factors driving women-led startups.The comprehensive Unified Framewo

36、rk aspires to enable,enhance,and accelerate the design and implementation of initiatives for empowering women globally.It embraces a pragmatic and structured approach with a rigorous focus on execution to drive continuous results for the concerned stakeholdersFurthermore,our research also identified

37、 a gap in the adoption of a consistent approach to planning and executing initiatives focused on empowering women in and through ICT.Thereby necessitating the development of a Unified Framework focused on designing and implementing high impact womens empowerment initiatives globally.10Overview Key O

38、bjectives Expected Benefits The Unified Framework has been designed and developed through a research-led,collaborative process actively engaging with the concerned stakeholder groups.The Unified Framework aims to be an enabler for accelerating the planning and implementation of initiatives for empow

39、ering women globally.It focuses on providing a holistic,transparent,and targeted view of the initiatives for driving early and consistent results.To serve as a catalyst and accelerate the inclusion of women in the digital economy through structured initiatives.To aid in short-listing the funding sou

40、rces,varied enablers,and deliverables for bringing initiatives to life.Figure 3:The Unified Framework overview,key objectives,and expected benefits.The Unified Framework for formulating initiatives for Empowering Women in and through ICT the Methodology and Process.Figure 4:The Unified Framework met

41、hodology and process.The Unified Framework has been formulated after embracing learnings from sources such as UNCTAD,the European Training Foundation,and UN Women.Best practices were synthesized from secondary research,surveys,and global case studies.ScanThe Unified Framework has incorporated feedba

42、ck and inputs from leaders and experts.It has been pilot-tested by using it to propose possible use cases and initiatives for DCO Member States.AnalyzeAn agile approach was embraced for developing and validating the Framework across global roundtables in Africa,Europe,and the Middle East.Recommend11

43、The Unified Framework has been leveraged to formulate pioneering and targeted initiatives outlined in Section 6 for enhancing the workforce participation and the economic empowerment of women.In conclusion,this Thought Paper summarizes that fostering womens workforce participation and financial empo

44、werment in and through ICT is not only a matter of gender equity;it is an economic imperative and a catalyst for innovation.As the digital economy navigates towards a more inclusive growth,it is incumbent on stakeholders to dismantle barriers,champion diversity,and create environments that empower w

45、omen to thrive.Achieving this necessitates enhanced collaboration and synergies for accelerating the implementation of facilitative enablers and targeted initiatives.Over time,paving the way for a future marked by increased prosperity and equity for all.121213ENHANCING WOMENS WORKFORCE PARTICIPATION

46、 IN AND THROUGH ICTAs we navigate the complexities of a rapidly evolving digital landscape,it becomes increasingly evident that womens meaningful participation in the ICT sector is not just a matter of inclusion,but a fundamental prerequisite for societal progress and economic growth.This section de

47、lves into the pivotal role of womens workforce participation in and through ICT,dissecting the barriers hindering their involvement,highlighting enablers for enhancing their engagement in the digital economy,and mapping out the diverse array of stakeholders essential for advancing this imperative ca

48、use.As the world becomes increasingly connected through technology,the imperative for developing new skills,and diverse perspectives is gaining an unprecedented importance.The evolving nature of emerging technologies necessitates constant re-skilling and up-skilling even for those with advanced educ

49、ation and experience6.To address this surge in demand,there is a growing need to actively encourage women to participate more extensively in the digital economy,adopting,and enabling technologies for unleashing its full potential.1.0 The Importance of Womens Workforce Participation in and Through IC

50、T 65%Women35%MenFigure 5:Gender disparity in students in STEM worldwide 7;Source:World Bank,StatistaStudents in STEM worldwide(Higher Education)Anna Radulovski,Founder and CEO at WomenTech Network“To create a more diverse and inclusive tech world,we need to inspire and empower the next generation of

51、 female role models to pursue and develop their career in technology and become innovators,leaders and entrepreneurs.Its a process and its not always straightforward.It takes time,action and support.Join us on a mission!Together we can make a difference.”Concomitantly,research conducted by the Turin

52、g Institute indicates that women are falling behind men in skills such as computer science,data preparation and exploration,general-purpose computing,databases,big data,machine learning,statistics and mathematics that are essential in shaping the digital economy.8 Consequently,concerted effort needs

53、 to be expended towards upskilling women for enhancing their workforce participation in and through ICT to foster inclusive economic growth,innovation,and societal advancement.914Globally,the technology related roles and jobs are poised to increase faster than other categories over the next eight ye

54、ars.10 Enhancing womens workforce participation in and through ICT positively impacts all stakeholders across the ICT sector.11 Empowering women to participate in the ICT workforce enables access to a wider pool of talent and fosters diversity and creativity in technology-driven industries.Women bri

55、ng unique perspectives and insights that can drive innovation and improve the relevance and effectiveness of ICT solutions.Moreover,utilization of ICT-enabled technology offers the means to address barriers that women encounter in their professional journey.Digital education,remote work resources,vi

56、rtual networking,career development applications,and mentor-matching platforms represent innovative avenues through which technology can enable and empower women to access opportunities and progress in their careers.11Increased participation of women in the ICT workforce contributes to broader socie

57、tal benefits,such as enhanced economic development,reduced gender inequality,and improved access to technology for all.Therefore,it is essential to remove barriers and create opportunities for women to thrive in ICT careers,ensuring that they can contribute fully to the digital economy and shape the

58、 future of technology.1.1 Key Barriers to Womens Participation in ICT Figure 6:Summary of Key Barriers and ChallengesAccess and Inclusion Digital Literacy Online Safety A key barrier to accessing technology is that women have lesser access compared to men,including access to devices and networks.Hig

59、her pricing also represents a barrier to higher mobile data consumption in several regions.On a purchasing power parity(PPP)basis,the average cost in Africa and Arab States is higher than the average price in the APAC,CIS and European countries.12 Women who live in not so developed,and remote parts

60、of the world are disproportionately affected by poor network coverage.Global internet usage for women is 35%in Africa as compared to 89%in Europe.3 Limited inclusion of women in the use of ICT and digital platforms,mobile phones,and digital payment space can be seen by the fact that 17%more males in

61、 Africa own a mobile phone as compared to women.3Access and Inclusion-What are the current barriers to accessing technology?15 Women and girls are unable to study progressively when there is irregular access,which leads to irregular use of technology thereby,impacting the quality of their education.

62、Adolescent pregnancies can also hinder career and education scope,and this is identified as a critical issue that needs addressing in many rural regions,especially in the developing and least developing countries(LDCs).This issue is recognized as one of the significant challenges in many areas globa

63、lly,with limited resources for family planning.Digital Literacy-How is limited education escalating the digital gender divide?52%of young women worldwide have suffered digital harm,and 87%believe the issue is worsening.13 35%of young women report that online sharing of private content without consen

64、t was a top concern.13 Situation on social media is seen particularly concerning with 68%of online abuse of women has been reported to occur on the social media.13Online Safety-How are cyber threats limiting womens participation in ICT?Cybersecurity risks have proven to be a key deterrent to womens

65、participation in the digital economy.With limited digital literacy,women are vulnerable to online risks.These cyber-risks are further exasperated in the wake of emerging technologies such as AI.UNICEF documents insights(through a survey)on serious cybersecurity risks for women,where:16Key enablers t

66、o womens workforce participation in the ICT sector have been included in figure 7 below.The enablers can be classified into the demand side,supply side,and both-sides enables.The demand-side enablers have the potential to enhance the skill sets and capabilities of women to join the workforce includi

67、ng their ability to join the ICT sector.The supply-side enablers highlight the ecosystem changes or incentives that can attract more women workforce participants and entrepreneurs into the digital economy in and through the ICT.Some enablers touch upon both the demand and supply side and have been h

68、ighlighted separately.1.2 Key Enablers for Womens Workforce Participation in and through ICTKey Enablers1.Demand-side2.Supply Side3.Demand and Supply SideEducationSkillingPolicyMentorshipSTEM clubsEntrepreneurshipWomen role modelsCultural and attitude changesCorporates and tech firm initiativesMulti

69、-stakeholderpartnershipsTools and toolkitsParents and CaregiversParticipation in Ai/ML modelsFunding and acceleratorsFigure 7:Key Demand-Side and Supply-Side Enablers for enhancing Womens Workforce Participation in and through ICT a.Education:Modern education is pivotal for employment,career growth,

70、and pay parity for women.It is also necessary to provide a level playing field in the era of new-age technology.Education allows girls to participate in STEM streams by being offered the necessary training to participate in the digital economy from an early age.b.Skilling and Up-skilling:A Stanford

71、Graduate School of Business(GSB)study found that practical skill sets are more important than solely having a degree in STEM for increased employability.GSB researched the Dare IT challenges program,a three-month online program to support women job seekers.1.Demand-side enablers:17c.Mentorship:Mento

72、rship provides invaluable guidance,support,and knowledge transfer,facilitating personal and professional growth of women.The previously mentioned GSB research highlighted the impact of individual mentoring on womens job prospects.The study concluded that tailoring the program to suit individual requ

73、irements and backgrounds increased the prospect of landing a technology job by an additional 13%.14 The program allows participants to work on tech-based projects and receive feedback from Women professionals.The online training increased candidacy for technology/IT roles by 45%in comparison to wome

74、n with similar qualification not enrolled in the program.14d.Women role models:e.STEM clubs and related activities:To dispel gender biases,inspire young girls,and combat stereotypes,women role models in technology are crucial.They contribute to a more diverse and inclusive technology business by off

75、ering concrete career pathways that may be emulated and by fostering ties between mentors and mentees with accomplished women.Students who take advantage of an encouraging technology environment in schools have an edge when securing internships and jobs in STEM.Girls introduced to technology and ICT

76、 industries at a young age through STEM clubs and related activities are likely to play a more meaningful role in the technology development.15f.Support systems:In cultures where girls and women are expected to participate in caregiving obligations,having a supporting atmosphere is essential.It is s

77、impler to attain a work-life balance with support,especially with caregivers on hand to help with responsibilities.Thus,corporates and governments need to develop progressive policies and initiatives to support work-life balance,especially,post-maternity.18a.Participation in building AI/ML models:a.

78、Policy:b.Funding and accelerators:Considering that both men and women rely on digital technologies and share a common stake in shaping their digital future,parity of involvement is crucial.16 There is a likelihood of the values and inherent biases of those developing technology to be transferred to

79、the final products.As per the survey conducted for this Thought Paper(refer to section 9),when asked to identify and rank the four most important stakeholders in relation to empowering women in and through ICT,policymakers/regulators and corporates were ranked highest for emphasizing the role of pol

80、icies in making a positive impact to womens workforce participation.Policies that enable the creation of opportunities for women to operate in the public and private sectors can accelerate the development of leadership skills and enhance contributions to society.For example,women in rural India,via

81、50%reservation quota,can participate in local village governance and secure jobs and leadership opportunities through National programs for women at the grassroots level.17 Funding and accelerators are important for ideation,testing,and rolling out along with financial resources to enable women-led

82、startups to be sufficiently vetted and provided a platform to accelerate their support,launch and growth.As big data,algorithms,and artificial intelligence start to play increasingly prominent roles in peoples daily experiences,the inclusion of diverse teams in the technology and model development c

83、ould help identify inherent biases early and eliminate them proactively.2.Supply-side enablers3.Demand and supply-side enablers b.Entrepreneurship:Encouraging entrepreneurship can increase employment for others and enhance self-employment opportunities.Incentivizing entrepreneurship offers a two-fol

84、d benefit of providing women with meaningful jobs opportunities and developing women role models for future the young and generations.To provide an impetus to innovative start-ups owned,led,or managed by women residing in the Middle East region,the Women in Tech Startup Competition was launched by t

85、he United Nations World Tourism Organization(UNWTO)to enhance capacity building and visibility across tourism,future tech,social impact.1819b.Entrepreneurship:c.Corporates and technology organizations:d.Cultural and attitude changes:Encouraging entrepreneurship can increase employment for others and

86、 enhance self-employment opportunities.Incentivizing entrepreneurship offers a two-fold benefit of providing women with meaningful jobs opportunities and developing women role models for future the young and generations.Industry leaders from technologies,media,and telecommunications(TMT)organization

87、s recognize that diverse teams and executives are good for business.19 Many technology companies have made public commitments to enhance gender diversity by increasing women in their technical and leadership roles.Though cultural attitudes are changing,deep-seated stereotypes,and residual biases sti

88、ll shape many facets of the workforce.Consequently,it is essential to introduce targeted initiatives and policies to counter generational and inherent biases against women,including working women.As per the primary research survey conducted(see section 9)participants identified remote/hybrid working

89、 opportunities and online learning programs to up-skill/re-skill are the leading ways by which technology can reduce the workforce gender gap.The survey participants also identified leading corporate initiatives for enhancing womens participation such as enhancing work-life balance,returnship initia

90、tives,policies for womens healthcare,gender-inclusive work culture,and employer recognition of women employees.As part of the primary research survey conducted(see section 9)for this Thought Paper,work-life balance challenges,gender bias,and limited women representation in leadership are the top cha

91、llenges identified for women in their careers.To address key challenges faced,it is pivotal for corporate and government institutions to create a safe and conducive ecosystem for women employees.To provide an impetus to innovative start-ups owned,led,or managed by women residing in the Middle East r

92、egion,the Women in Tech Startup Competition was launched by the United Nations World Tourism Organization(UNWTO)to enhance capacity building and visibility across tourism,future tech,social impact.18Women-led startups benefit from digital tools to expand their learning and network,among other opport

93、unities.The primary research survey conducted(refer to section 9)identified key means through which more women entrepreneurs could be encouraged in ICT.Highest number of respondents identified the usefulness of networking events and e-commerce platforms to boost women entrepreneurs.20e.Tools and Too

94、lkits:f.Multi-Stakeholder Partnerships:There are several gender equality and employability tools to help accelerate workforce participation,including those for women in technology.Several digital tools are available that can support womens career growth across sectors.For example,Deloitte leverages

95、an in-house digital personal branding toolkit for Women in Technology.Collaborative efforts from concerned stakeholders channel resources towards a more inclusive workforce.Partnerships with corporates and research organizations,for example,have been beneficial in developing programs for womens prof

96、essional needs.This tool comprises a self-assessment brand score and a personal branding template for guidance.In Saudi Arabia,the Saudi Data and Artificial Intelligence Authority(SDAIA)in collaboration with Google Cloud launched the Elevate Program,offering free sessions to 1,000 women across 28 co

97、untries on AI/ML.21 Women4IT,an initiative run by European Centre for Women and Technology(ECWT)has introduced online tools to provides skills assessment and career guidance.20Workforce participation for women in and through ICT have been incentivized by many stakeholder groups including Governments

98、,Educational Institutes,Corporates,Financial Institutions,Regulators,Multilateral Organizations,Local and Regional NGOs,Investors,Incubators and Research Institutions.1.3 Role of Key Stakeholders in Enhancing Womens Workforce Participation in and through ICTGovernment and RegulatorsMultilateral Orga

99、nizationsEducational InstitutionsFinancial Institutions and BanksPolicy MakersNGOsWomen,girls,and their alliesResearch InstitutesFigure 8:Key Stakeholders affecting womens workforce participation in and through ICT21The below outlines current and prospective role played and initiatives undertaken by

100、 various stakeholders globally to support the empowerment of women in the workforce in and through ICT.Governments play a pivotal role in promoting and empowering women in and through ICT through development and implementation of enabling strategies,policies and initiatives.1.Government and Regulato

101、rs:Governments have been channeling their efforts to bring more women into the ICT sector and the digital economy to capitalize on growing technology jobs that are typically also high-paying.10 Regulators implement legislative,regulatory,and administrative measures to advance gender equality in the

102、ICT sector;in particular,enact laws addressing gender equality in various sectors.There has been a proven benefit of establishing gender-sensitive regulatory tools when tackling ICT policy challenges such as universal access,infrastructure,and labor regulations.Governments have the opportunity to fu

103、nd or introduce gender equality training and capacity-building programs such as InfoLit 22 that build information literacy skills.232.Educational Institutions:3.Multilateral Organizations:Sponsoring STEM-related internships for girls including,providing seats for girls in capacity-building programs,

104、funding research fellowships and scholarships to study ICT,educational institutes and other organization can directly boost professional ICT prospects for women.International organizations work with governments and other relevant parties to support vocational training and distance learning programs

105、that improve digital skills for women.Educational institute undertake e-learning initiatives for women who cannot commute to work or work in remote/hybrid setting.Several multilateral organizations are also working towards raising awareness,advocacy and funding towards enhancing womens workforce par

106、ticipation.The corporates and private sector are:4.Corporates and other Private Institutions:Embarking on efforts to create a safe and meritocratic environment for women to grow and prosper can attract and retain the best talent,encourage an inclusive workplace and enhance productivity.Encouraging t

107、he development of networks,mentorship programs,and connections between the national and regional diaspora to support and enhance womens entrepreneurship in the ICT sector.Mobilizing resources to assist in creating initiatives promoting gender parity in the ICT industry and increasing the representat

108、ion of women in ICT-related businesses and professional associations.225.Financial Institutions and Banks:6.Women,girls,and their allies Financial institutions like banks play a key role in empowering women by providing them with better economic opportunities and the tools they need to start and gro

109、w their enterprise.Women need to garner support from other women and support networks including parents,caregivers at home,role models,mentors,co-workers at the workplace,or teachers/professors at educational institutions.Peer-to-peer lending platforms and microfinance have both grown significantly

110、in recent years.These platforms have the potential to provide access to finance and credit that women may not receive through traditional banking channels.Allies,including male allies,are essential in achieving gender equality in the workplace to support and drive the growth of womens counterparts.I

111、nvestment platforms and funds catering to women entrepreneurs can support the growth of women-led startups through early-stage investments and access financial resources.Male allies are essential at home to support women in their education and career journeys and to help break existing stigma or bar

112、riers against women.It is also important to have male allies at corporations and government organizations who may be leaders and drivers of change supporting womens growth in the workplace.7.Research Institutions 8.Non-Governmental Organizations(NGOs)Research institutions focus on findings,statistic

113、s,deep-dive data analysis,and research on workplace participation and technology from a gender and equity lens.Research institutes can plan an active role in garnering gender-disaggregated data to support policymakers,governments,regulators,and other decision-makers on topics and issues of gender im

114、balance.NGOs are essential in supporting pro-bono activities to support women in entering the workforce.They can be critical in providing training and knowledge for those in rural areas who cannot fund themselves e.g.by offering scholarships and grants for STEM education.With the advancement of emer

115、ging technology,research institutes can play a role in further exploring(through meaningful research and studies)the effects of emerging and spatial technologies in enhancing or thwarting womens workplace participation and their role in womens online safety.To conclude,the integration of women into

116、the digital economy workforce in and through ICT sector is crucial for realizing the full potential of the digital economy.Despite significant progress,barriers such as unequal access to technology and connectivity,online safety,and lack of digital literacy are impeding womens participation in this

117、vital domain.However,by leveraging key enablers such as targeted education and training programs,supportive policies,and fostering a culture of inclusivity,we can create pathways for women to thrive in the digital economy.Moreover,recognizing the importance of collaboration among diverse stakeholder

118、s,including governments,NGOs,academia,and the private sector etc.,is essential for driving meaningful change and ensuring that women are empowered to contribute meaningfully to the digital transformation of society.Ultimately,by championing womens workforce participation in and through ICT,we not on

119、ly promote gender equality but also foster innovation,economic growth,and enable digital prosperity for all.232324WOMENS ECONOMIC EMPOWERMENT THROUGH DIGITAL FINANCIAL INCLUSION(DFI)Financial inclusion means that individuals and businesses have access to valuable and affordable financial products an

120、d services that meet their needs responsibly and sustainably.25 Access to various financial services allows for economic,cultural,and emotional empowerment.It gives opportunities to generate income and participate in wholesome economic activities.In the case of women,financial inclusion holds height

121、ened importance,which impacts their control over household expenses,savings,and investments.In the realm of womens empowerment in and through ICT,one particularly vital aspect is the promotion of womens economic empowerment through digital financial inclusion.As the digital economy increasingly reli

122、es on digital transactions and financial services,ensuring that women have equal access to and participation in these platforms is paramount for fostering economic autonomy and closing gender gaps in financial inclusion.This section explores the critical importance of using ICT for empowering women

123、economically through digital financial services,elucidating the barriers that hinder their access and utilization of such services,identifying key enablers to enhance their digital financial inclusion,and mapping out the diverse stakeholders essential for advancing this crucial agenda.Globally,there

124、 are still 742 million women who are outside the financial system.A study states that a woman is 20%less likely than a man to have a bank account and 17%less probable to have taken a formal loan.In addition,globally across the digital spectrum,there are 300 million fewer women than men who own a mob

125、ile phone,which inhibits their access to Digital Financial Services(DFS).Thus,the aspiration is to make financial services available,accessible,and affordable to women for a more inclusive and resilient growth.26IncomeGeneration and EntrepreneurshipGender EqualityAsset OwnershipAccess to Government

126、Benefits and SubsidiesLegal and Social EmpowermentFigure 9:Key benefits of Womens Financial InclusionThe UN defines economic empowerment as the ability of women to participate equally in existing markets.It includes access to,and control over productive resources,access to decent work,and increased

127、voice and participation in economic decision-making.2425Thus,empowering women economically through Digital Financial Inclusion(DFI)holds paramount importance to accelerate the pace of economic growth and innovation across the globe.Some of the key benefits of financial inclusion for women include:1.

128、Income Generation and Entrepreneurship:Access to savings and credits allow women to start and expand their businesses and invest in income-generating activities,leading to economic stability.5.Legal and Social Empowerment:An increased legal and social empowerment brought about by financial inclusion

129、 reinforces womens rights and provides protection against financial exploitation.3.Asset Ownership:Financial inclusion allows women to accumulate assets and own property.This improves their financial security and stability.4.Access to Government Benefits and Subsidies:Financial security can enable w

130、omen to become aware of,and receive government benefits,subsidies,and social welfare payments directly,reducing leakages from the financial system.2.Gender Equality:Financial inclusion helps women break barriers in male-dominated areas of the financial ecosystem,thus establishing gender equality.26D

131、espite a push for womens financial inclusion,with governments and corporations worldwide realizing the social and economic benefits in the long run,barriers that require immediate attention persist.The leading challenges identified by the primary research survey conducted for this thought paper(see

132、section 9)include limited education and awareness,limited digital literacy and limited access to credit.Key challenges identified include the below:2.1 Key Barriers to Digital Financial Inclusion of Women Funding GapsLimited awareness and literacy Less access to technologySocial ConstraintsA lower i

133、ncentive to target WomenDifficult to identify excluded WomenKey ChallengesFigure 10:Key barriers to digital financial inclusion of women271.Difficulty in identifying the excluded women:2.A lower incentive to target women:3.Social constraints:4.Less access to technology:5.Limited awareness and litera

134、cy:6.Gap in funding:The only way to identify women outside the banking system is through extensive national data and surveys,which are expensive and hard to conduct.Also,women outside the financial system are informationally disadvantaged,with smaller and less diverse networks and lower chances of r

135、eferrals from people within the system.Women often prefer informal products,notably savings,which involve higher per unit costs to service.Hence,conventional financial service providers are not necessarily incentivized to target women due to high upfront costs and the need for financial training of

136、customers.Women are not expected or encouraged to aim for financial independence in many cultures and societies.In some instances,men may prevent the women in their family from having ownership and accountability of their finances.Global System for Mobile Communications Association(GSMA)estimates th

137、at 200 million fewer women than men own a mobile phone globally.4 This disparate access to technology devices puts women on the backseat when it comes to participating in and benefiting from digital financial inclusion that is especially enabled by the mobile service providers.Lack of awareness and

138、literacy about financial services often means women are under confident,ill-prepared,and generally unaware about properly handling finances.This issue is heightened in less developed and emerging regions but is also prevalent in the developed countries.When it comes to growing their start-ups,women

139、entrepreneurs face a formidable gender finance gap.Only 11%of seed funding in emerging markets goes to firms with a woman on their founding team,with even lower figures for later-stage funding.This gender financing gap means lost opportunities for both start-ups and investors.27282.2 Key Enablers fo

140、r Womens Digital Financial Inclusion 1.Fintechs:Despite the persistent challenges that women encounter in accessing capital,the emergence of cutting-edge Financial Technologies(Fintech)presents a promising prospect for improvement towards womens financial inclusion.As financial technologies become m

141、ore advanced,easier to use,and more readily accessible,the Fintech influence on bridging the gender gap is becoming more substantive,especially for low-income and underserved groups.The primary research survey conducted(refer to section 9)highlighted the importance of digital banking and payments ap

142、plications to increase financial inclusion for women.3.Digital Public Infrastructure(DPI):4.Gender-Intentional Financing:In conjunction with Government policy support,it is important to emphasize the need for rapid expansion of DPI.Facilitating the creation of a Digital ID is fundamental to enable t

143、he creation of bank accounts with ease,documenting credit histories,and reducing identity verification costs.Another utility of DPI is to enable women to trust and leverage Digital Financial Services by designing protection mechanisms that address consumer risks including those affecting women.Ensur

144、ing equitable and gender-intentional financing procedures require aggressively combating stereotypes.Lending processes can be more equitable if the unintentional prejudices of those creating the financial apps are monitored,and all aspects of the procedure are examined.Biases appear in the data gath

145、ering process since online lending tools gather various kinds of data from the users mobile device,like daily internet usage.There are more suitable standards to determine if someone is eligible for certain financial products.28 The primary research survey(see section 9)highlighted the importance of

146、 microfinancing and crowdfunding platforms for womens financial inclusion.2.Government Support:Government support is crucial for womens financial inclusion,by driving policy changes at national and regional levels.An effective way to provide financial information and skills to girls is to embed tech

147、nology into financial education programs that can be spear-headed by Governments.An essential government intervention for Womens economic empowerment could be instituting union coverage for women,setting minimum wages and establishing more centralized pay-setting systems which reduces both the overa

148、ll wage dispersion and the gender pay gap.295.Emerging Technologies:While there are concerns about potential exacerbation of gender biases by AI and machine learning,if fed with credible and un-biased data,these technologies that could significantly facilitate womens financial inclusion and enhance

149、their ability to obtain loans.To assess creditworthiness and draw more women into the credit funnel,these emerging technologies might be used to produce alternative data to establish a proxy score.In addition to using the customers collateral and credit history,behavioral data from transactions,such

150、 as the informal to formal or concurrent loan ratio,can be used to create a consumer profile to lend to undocumented segments.2.3 Role of Key Stakeholders in Enhancing Womens Financial InclusionFigure 11:key stakeholders in enhancing womens financial inclusionPolicymakers Regulators DonorsOrganizati

151、ons Supporting Financial Service ProvidersDigital Financial Service ProvidersCustomersMacroMicroMesoCustomerMeso:(Organizations supporting Financial Service Providers):Enabling institutions to create a clear roadmap and develop a rich ecosystem and infrastructure where digital finance can grow with

152、synergy between different financial service offerings.The World Bank Group identifies four stakeholder levels crucial to achieving greater financial inclusion by applying digital innovations:29Macro:(Policymakers,Regulators,and Donors):Policymakers are responsible for providing leadership in setting

153、 policy agendas,thus providing direction in meeting developmental goals.Regulators are tasked to develop an enabling,non-prohibitive regulatory environment that may be layered iteratively as the market matures.Micro:(Digital Financial Services Providers):DFS providers provide options,develop and ope

154、rate various digital solutions for the customer.The objective is to ease customer experience and create,preserve,and enhance positive value propositions for customers who come predominantly from the base of the pyramid and are looking for ways to ease their financial dealings.30Customer:Customers mu

155、st have the opportunity to acquire and keep abreast of the latest financial technologies.They should also get the required financial knowledge to understand better how they can benefit from financial inclusion.To conclude,the imperative of advancing womens economic empowerment through digital financ

156、ial inclusion cannot be overstated.Access to digital financial services not only enhances womens financial autonomy but also enables them to participate more fully in the formal economy,thus contributing to overall economic growth and development.However,numerous challenges including difficulty in i

157、dentifying the excluded women,lowers incentive by the conventional financial institutes to target women,social constraints,less access to technology,limited financial awareness and literacy,and funding gaps,continue to impede womens digital financial inclusion.Nonetheless,by leveraging key enablers

158、such as targeted education and training initiatives,innovative financial products tailored to womens needs,and supportive policy frameworks,significant strides can be made in bridging the gender gap in financial access and utilization.Moreover,recognizing the importance of collaboration among variou

159、s stakeholders,including governments,financial institutions,technology providers etc.,is essential for driving sustainable change and ensuring that women are empowered to harness the full potential of digital financial services.Ultimately,by prioritizing womens digital financial inclusion,we not onl

160、y advance gender equality but also foster more inclusive and resilient economies that benefit everyone.Further to the insights outlined in chapters one and two,the research phase of this Thought Paper also highlighted a gap in the adoption of a consistent approach towards planning and executing of i

161、nitiatives for empowering women.The potential benefits of an integrated approach subsequently led to the development and enhancement of the comprehensive Unified Framework.The overview and details of this framework is discussed in the subsequent chapter.313132THE UNIFIED FRAMEWORK FOR EMPOWERING WOM

162、EN IN AND THROUGH ICT Recognizing the current gap and acknowledging the significant potential for digital economy growth through the empowerment of women,several efforts and initiatives have been directed toward women globally and within the DCO Member States.However,the absence of a cohesive framew

163、ork has been noted,one that would offer a robust structure for the identification,planning,and implementation of high-impact initiatives,especially to empower women in and through Information and Communication Technologies(ICT).To address this gap,the DCO has developed a Unified Framework on Empower

164、ing Women in and through ICT.The framework aims to act as a tool and a structured guide to serve governments,corporates,NGOs,and multilateral organizations that are evaluating impactful initiatives and/or developing actionable recommendations to enhance womens participation in the digital economy.Wo

165、men empowerment in the digital economy can be looked at through multiple lenses,and accordingly the initiatives to empower women in and through ICT can focus on different objectives.The unified framework outlines several dimensions and details various aspects across demographics,socio-economic profi

166、les,economic brackets,age groups etc.,that are relevant to driving womens empowerment in the digital economy.Initiatives created using this framework can target specific geographies,socio-economic groups,age groups,challenges,sectors,UN Sustainable Development Goals(UN SDGs)and national/organization

167、al goals and objectives.The initiatives can also address different stakeholders and need-varied enablers.The framework is flexible enough to accommodate different contexts and needs while providing a clear structure for planning and execution of the initiatives.The Unified Framework has been curated

168、 and designed through a research-led,collaborative process by engaging with a diverse range of concerned stakeholders.A thorough primary and secondary research was conducted,that incorporates insights and feedback from multiple sources.This includes input from experts across different organizations

169、based on a global survey,a series of global roundtable discussions,and a panel of global experts consulted on womens empowerment.As part of the secondary research,learnings from various credible sources including UNCTAD,European Training Foundation,and UN Women etc.were synthesized.333.1 Key Design

170、Considerations of the Unified FrameworkSCOPE The framework aims to act as a tool and a structured guide to serve governments,corporates,NGOs,and multilateral organizations evaluating impactful initiatives or developing actionable recommendations across demographics,socio-economic profiles,and econom

171、ic brackets for driving womens empowerment in the digital economy.CUSTOMIZATIONThe Framework actively considers the lenses through which certain challenges are addressed and enablers are implemented based on the target groups selected and the stakeholders defined.Highlighting the lenses through whic

172、h the initiatives are formulated allows for the selected initiative(s)to be more customized and focused.RESEARCH-LED The designed framework incorporates insights and feedback from the relevant digital economy leaders and experts.This includes input from experts across different organizations based o

173、n a global survey,a series of global roundtable discussions,and a panel of global experts consulted on womens empowerment.CONTEXTUALThe framework includes the ability to map the lenses and categories across a high,medium,and low scale with quantitative and qualitative ranking to understand the relev

174、ance and applicability of various factors based on the context in which the framework is applied.HOLISTICThe framework includes broad-based lenses such as socio-economic and cultural factors in the challenges categories and several stakeholder engagements(family,organizations,government)in the enabl

175、ers categories to provide a holistic perspective and a definitive starting point for deep dive assessment.DYNAMICThe sectors and sub-sectors included in the framework are dynamic and will continue to evolve based on the nature of technology,specifically for the emerging technologies.Consequently,the

176、 framework will continue to be updated periodically based on the evolving context.Figure 12:Key design considerations34The framework aims to acts as a canvas for unpacking potential initiatives and action recommendations for those working on solving key challenges withing the subject of Women in and

177、 through ICT.The subsequent sections explain how this framework can be leveraged for achieving a more layered and nuanced understanding of different facets of the possible initiatives using various Lenses,and Categories under those lenses.3.2 Lenses and Categories of the Unified FrameworkCoverage an

178、d ScopeGeographical LandscapeEconomic and Human Capital StatusSectors ImpactedTarget and Influencing GroupsIncomeSocio-cultural FactorsUrban/RuralEducation and skillsHealth and NutritionAgricultureHealthcareTechnology and ICTsAllEducationManufacturing and ProductionEnergy and ExtractivesFinancial Se

179、ctorConsumer IndustriesGovernment and Public ServicesOthersStudentsInvestorsPrivate OrganizationsEducational InstitutionsUnemployedLeaders/ManagersSelf-EmployedEmployedEntrepreneursGovernment and RegulatorsMultilateral OrganizationsSupport structure/caregivers(Including family)Middle East and North

180、AfricaEast Asia and PacificLatin America and CaribbeanSub-Saharan AfricaEurope and Central AsiaSouth AsiaNorth AmericaAll(Global)OthersGlobalRegionalNationalSub-NationalLocal35Digital(Virtual)Phygital(Physical and Digital)Physical(Offline)Website,Mobile App,Platform,Social Media etc.Hybrid ChannelsI

181、n-person ChannelsAge GroupsGaps and ChallengesEnablersImplementation Medium/ChannelNature of Work and Seniority5-12(Child)31-45(Adult)13-18(Adolescence)19-30(Young Adult)46-64(Middle Age)65 and above(Senior)Financial InclusionFundingAccess and Digital DivideSocio-economic,Cultural factorsWorkforce I

182、nclusionSkills and KnowledgeLegislation and RegulationOthersLeadership InclusionCybersecurityGender BiasFamily and community supportNetworking and mentorshipPolicy,regulation,and advocacyIncubators/AcceleratorsChildcare supportFundingHealthcare accessDigital Public Goods and InfrastructureEducation/

183、LiteracyCultural factorsOthersGovernment support/IncentivesPartnershipsInternshipSenior-level ManagementTraineeEntry-levelMid-level ManagementExecutiveEntrepreneur36DeliverablesUN SDGs ImpactedNational/Org.Goals and Objectives ImpactedFunding Magnitude and SourcesEconomic Equity and InclusionJob Cre

184、ation and EmploymentDiversity and InclusionSocial Innovation and EntrepreneurshipCooperation on Development AssistanceThriving Cross-Border Digital MarketResponsible Digital EconomyData-Driven Digital EconomyOthersDevelopment BanksPublic-Private Partnerships(PPP)Impact Accelerators/IncubatorsCrowdfu

185、ndingMultilateral OrganizationsNon-Governmental Organizations(NGOs)Government GrantsOthersCorporate Social Responsibility(CSR)Research and White PapersToolkits and PlatformsScholarship and grantsGovernment support/incentivesRecognition and awardsWorkplace diversity programsEducation ProgramsLeadersh

186、ip Development ProgramsNational strategies,policies and regulationsGender inclusive AI/ML modelsIncubator ProgramsImpact Funds and Social VC3-Good Health and Well-being5-Gender EqualityIndustry,Innovation and Infrastructure11-Sustainable Cities and Communities16-Peace,Justice&Strong Institutions17-P

187、artnership for the goals4-Quality Education10-Reduced InequalitiesDecent Work and Economic Growth37Operationalize and MeasureKey ActivitiesContingenciesMilestoneTimelinesStakeholdersTeamsReporting and MonitoringOutcomesKey Performance Indicators(KPIs)38The different facets of the framework and how i

188、t intends to offer a holistic perspective on including the key considerations for designing impactful initiative(s)are depicted below:It is important to note the questions in points 1 to 8 aim at studying the current state of play in the focus area(s)for which the initiatives are to be designed,whil

189、e from 9 to 15 aim at designing the actual initiatives to the solve challenges identified within the focus area.3.3 Key Questions to leverage the Unified Framework for Designing InitiativesWhat is the scale of the government,corporate,NGO,or multilateral organization?Where is their presence and inte

190、rest?What will be the coverage area and scope of the initiative?Coverage and Scope 1.How is the target region placed in terms of its income,literacy levels,and womens economic inclusion?Economic and Human Capital Status3.Which region/country is being targeted for initiative(s)?Geographical Landscape

191、2.Which sector(s)need support?Which sector(s)are the initiatives for?Sectors Impacted4.What are the target and influencing group(s)?How are they positioned in terms of womens empowerment?Which groups are marginalized and need support?Target Groups and Influencing Groups5.39What stage of their career

192、 are the target groups in and what is their nature of work?Nature of Work and Seniority7.How can the challenges be addressed?What medium and channel is most suited?Implementation Medium/Channel9.What are the key challenges being faced?What is the identified cause of the challenge?How will the initia

193、tive(s)address one or more of these challenges?Gaps and Challenges Observed8.What is the target age group?Which age groups do the challenges affect?Age Groups6.What enablers could be used to solve the challenges,based on the medium and channel chosen?Enablers10.How best could the impact be delivered

194、,and in what form?What is the tangible output?Deliverables11.40Is the initiative aligned to the UNSDGs?Which SDG(s)does it support,and how can it help accelerating the progress on SGDs?UNSDGs Impacted13.How can the initiative be brought to life?How can the impact and progress be measured?Operational

195、ize and Measure15.Is the initiative aligned with the national/organizations goals and objectives?(e.g.,for DCO,what is the alignment with the 2030 Strategic Roadmap?)National/Organizational Goals and Objectives Impacted14.How much funding is required to meet the desired scale?Who will fund the actio

196、n?Funding Magnitude and Sources12.41This section presents various lenses and categories that are included in the unified framework and explains their significance in formulating high-impact initiatives for women empowerment in and through ICT.3.4 The Unified Framework Lenses and Categories A Deep Di

197、vea.Purpose:c.Categories:b.Reasoning:Coverage and scope lens provides guidance on the level at which the body e.g.,a government,corporate,NGO,or multilateral organization intends to roll-out and scale the planned initiative(s).The categories under this lens can be a Global,Regional,National,Sub-nati

198、onal,or Local based on an organizations presence and/or interest e.g.,a state-level government organization is looking to develop initiative(s)for targeted support at a micro scale with local coverage.Set a coverage and scope range to address womens empowerment-related issues in the digital economy

199、based on the presence and interest(s)of a government,corporate,NGO,or multilateral organization that aims to design and deliver the initiative(s).Coverage and Scope 1.a.Purpose:c.Categories:b.Reasoning:Geographic landscape is a guiding lens to identify which region to short-list for implementing the

200、 initiative(s).Middle East and North Africa,Sub-Saharan Africa,South Asia,Europe and Central Asia,North America,Latin America and the Caribbean could be identified as geographic categories based on globally bucketed regions as acknowledged by leading international organizations such as the World Ban

201、k,OECD,World Economic Forum,UN,amongst others.The categories can narrow down the region or the country/city/town/village within an area to specify the scope of an initiative or action.However,some organizations/individuals may be solving global and systemic problems without targeting a specific land

202、scape;in this case,more than one or all regions shall be in scope.Study womens empowerment-related issues globally and narrow down a region that requires intervention to solve specific challenges and gaps.While targeting a region,understand the socio-economic outlook of the region from a gender lens

203、 and study factors like reported internet and mobile penetration,education levels,demographic factors,workforce participation,financial inclusion,political freedom,and cultural norms,among others,which are affecting the women.Geographic Landscape 2.42a.Purpose:a.Purpose:c.Categories:c.Categories:b.R

204、easoning:b.Reasoning:Economic and human capital status is a guiding lens to understand which economic group(s)to target,along with their GDP,income,lifestyle,economic activity,investment,propensity to spend and save,and other similar monetary economic factors,and to gauge the maturity of human capit

205、al for the target groups e.g.,literary levels,and skills of the women in the identified region.Sectors impacted is a guiding lens that could be used to understand the sector specific needs and challenges for women-empowerment and to focus the initiative(s)that could address those challenges across v

206、arious sectors.Broader categories under this lens could be income,urban/rural,education and skills,health and nutrition,and sub-cultural factors.While we break up the economic and human capital landscape into income group categorization outlined by the World Bank 30 across low-income,lower-middle-in

207、come,upper-middle-income,and high-income sub-categories among both the urban and the rural dwellers,it is essential to keep in mind that there are further nuances such as consumption,saving,investment,lifestyle,capital accumulation,etc.that could be considered.Within these categories it is important

208、 to study the current state of human capital across rural and urban areas.Literacy can be mapped to the OECDs defined 6 literacy levels.31 The categories mentioned above are only the starting point to pinpoint at a high-level the target segment(s)for which initiative(s)are being proposed.The categor

209、ies include different sectors across the range of primary,secondary,and tertiary sectors,e.g.In the short-listed region,and based on the economic and human capital status,we identify maternity care support to be inadequate in the region of interest,thus,healthcare sector could be short-listed for in

210、tervention.Evaluate the economic and human capital landscape of the target regions.Understand the nuances of the region and the role women and girls play in the economy.Understand which sectors,need intervention and support to empower women within those sectors through ICT.Economic and Human Capital

211、 Status Sectors Impacted 3.4.43a.Purpose:a.Purpose:a.Purpose:c.Categories:c.Categories:c.Categories:b.Reasoning:b.Reasoning:b.Reasoning:Target and influencing groups is a guiding lens to identify the target group(s)that stand to benefit and group(s)that influence the planning and implementation of t

212、he possible initiative(s).Age group is a guiding lens to select the target age group for which an intervention is intended.Nature or work and seniority is a guiding lens to break the age group further by the type of skill set,education and experience levels,and exposure of the target groups.The cate

213、gories under this lens identify the target group(s)for the initiative(s)to address,e.g.,unemployed,self-employed,employed,entrepreneurs etc.,and the possible influencers of the initiative(s)e.g.,family and caregivers,investors,educational institutions,NGOs etc.Based on the context of the gap studied

214、,other groups that are not currently listed may be included.The categories under this lens can help identify distinctive characteristics of specific age groups,to help understand pain points,and devise initiative(s)based on the maturity levels,and specific needs of the target group(s).Age groups con

215、sidered can include e.g.,Child(5-12),Adolescence(13-18),Young Adult(19-30),Adult(31-45),Middle Aged(46-64),and Senior(65 and above).The categories cover the seniority of women and girls based on their education,skills,and exposure across various levels,from internship,trainee,entry-level,mid-level m

216、anagement,senior-level management,and executive positions,and as entrepreneurs.Based on the region,economic and human capital landscape,and sectors impacted,identify the key target groups that are marginalized or need support on account of the challenges/empowerment gaps they face.Also identify the

217、stakeholders that may influence the proposed initiative(s).Assess the participation of women and girls across different age groups and identify the pain points and restrictions faced across these groups.Understand where a gap/challenge is faced by the concerned target audience for e.g.a woman entrep

218、reneur or employees lifecycle.Study the different challenges faced across the stages throughout their career.Target and Influencing Groups 5.Age Groups 6.Nature of Work and Seniority 7.44a.Purpose:a.Purpose:a.Purpose:c.Categories:c.Categories:c.Categories:b.Reasoning:b.Reasoning:b.Reasoning:Implemen

219、tation medium/channel is a guiding lens to identify the best suited medium and channel for the formulation and implementation of the proposed initiative(s).Enablers is a guiding lens to identify the key enablers/enabling factors that can be leveraged to implement the proposed initiative(s)effectivel

220、y and efficiently.Gaps and challenges observed is a guiding lens to highlighting specific gaps,challenges,and barriers that need to be addressed through potential/proposed initiative(s).The categories range from online,to hybrid/phygital,to the physical mediums.Based on the chosen medium,specific ch

221、annels can be utilized to implement the initiative e.g.,a mobile app,a digital platform,physical university course,e-commerce,or a social media campaign.The categories of enablers range from family and community support to funding,to healthcare access,networking and mentorship,to education and liter

222、acy,to partnerships,to conducive policies and regulations,to government support and incentives,to business incubation and acceleration,to Digital Public Goods and infrastructure,to childcare support,to cultural support,and others based on their relevance to the scope and magnitude of the proposed in

223、itiative(s).The categories aim to focus the potential initiative(s)to address specific challenges facing women including financial/workforce/leadership inclusion,skills and knowledge,funding scarcity,access and digital divide,cybersecurity,socio-economic and cultural factors,legislation and regulati

224、on gaps and biases etc.Study the most effective medium/channel to roll-out the initiative(s)based on the lens and categories selected above,and also in line with the scope and reach intended for the initiative(s).Map the key enablers/enabling factors to effectively capitalize on existing resources a

225、nd structures to deliver maximum impact.Study the detailed gaps to understand the nuances and critical challenges.It is important to study the gaps within the broad categories identified e.g.access/digital divide include several gaps/challenges/barriers for example,access divide in using mobile phon

226、es,computers,internet,telecommunication,electricity,and other enablers.It is also important to note that certain gaps may be correlated or interlinked for example,socio-economic and cultural factors may lead to inherent and generational biases within the target group(s)being studied which may be the

227、 root cause for the access and digital divide,in leadership inclusion,among others.Implementation Medium/Channel 9.Enablers 10.Gaps and Challenges Observed 8.45a.Purpose:a.Purpose:a.Purpose:c.Categories:c.Categories:c.Categories:b.Reasoning:b.Reasoning:Deliverables is a guiding lens highlighting the

228、 possible nature of initiatives along with their outcomes and action(s)to address the identified gaps and challenges.The action taken to address the gaps can be for example,in the form of a toolkit,database,education program,legislation etc.Funding Magnitude and Sources is a guiding lens for assessi

229、ng the magnitude of the funds required and identification/short-listing of the funding source(s)to reach the scale and target groups when scoping the deliverables.UN SGDs Impacted lens provides guidance to identify the positive role the proposed initiative(s)can play in accelerating progress on the

230、UN SDGs,especially the ones that are directly relevant to womens empowerment in the digital economy.Categories could include research and white papers,education programs,toolkits and platforms,leadership development programs,scholarships and grants,government support and incentives,impact funds and

231、social VCs,recognition and awards,national strategies,policies and regulations,workplace diversity programs,and gender-inclusive AI/ML models etc.Categories can be further broken down e.g.,mentorship program can be in the form of an e-mentorship platform.Based on the required scope and the funding a

232、mount,the source of funding could include Public-Private Partnerships,development banks,Corporate Social Responsibility funds,NGOs,philanthropic foundations,multilateral organizations,government grants,impact accelerators and incubators,and crowdfunding etc.Various SDGs can be positively impacted th

233、rough Women Empowerment in and through ICT Initiatives.These include e.g.SDG 5 Gender Equality,SDG 8 Decent Work and Economic Growth,SDG 4 Quality Education,10 Reduced Inequalities etc.Based on the above selected categories and identified enablers,the final deliverable(s)and actions should be identi

234、fied for the proposed initiative(s)to deliver tangible results.Deliverables and actions should be impactful,sustainable,and implementable e.g.,a law or regulation to mandate a certain percentage of women in the ICT workforce.Based on the final short-listed enablers,deliverables,and the final scope o

235、f the initiative(s),the funding magnitude and sources to meet the scale and scope will need to be studied.This means exploring the possible national and supra-national funding avenues and sources,especially whose objectives are aligned with the proposed initiative(s).b.Reasoning:Evaluate the impact

236、of the proposed initiative(s)to achieve UN SDGs through the initiative.Also,measure the broader impact on gender equality and sustainable development.Deliverables 11.Funding Magnitude and Sources 12.UN Sustainable Development Goals(SDGs)Impacted 13.46a.Purpose:a.Purpose:c.Categories:c.Categories:b.R

237、easoning:b.Reasoning:The National/organizational goals and objectives impacted lens guides identification of the national ambitions,strategic goals,and organizational objectives that can be fulfilled through the proposed initiative(s),and to assess the impact of initiatives towards achieving the goa

238、ls and mission of the implementing nation or organization.Operationalize and measure is a guiding lens to plan for the different moving parts to detail the initiative and ensure the targeted expectations are effectively achieved through the operations.The initiatives measurement must also be planned

239、 to provide monitoring and accountability.The planned initiative may help achieve national/organizational goals e.g.,economic equity and inclusion,social innovation and entrepreneurship,job creation and employment,cooperation on development assistance,diversity,and inclusion etc.For DCO,goals set in

240、 its Strategic Roadmap 2030 are Thriving Cross-Border Digital Market,Data-Driven Digital Economy,Responsible Digital Economy.Categories include multiple elements required to detail the design of initiative(s),and measurement of the impact.These include key activities,delivery timelines,stakeholders,

241、teams,contingencies,KPIs,milestones,reporting and monitoring,and outcomes etc.Assess the expected impact and outcome of the initiative(s)towards achieving the national/organizational ambitions,strategic goals,and objectives.To bring the initiative to life and roll it out,understand the different act

242、ivities,and plan for the details of the initiative based on the funding expected/received and the scale targeted.National/Organizational Goals and Objectives Impacted 14.Operationalize and Measure 15.47The below use case illustrative below outlines how the Unified Framework can be leveraged to formu

243、late initiatives to solve targeted issues in the realm of Womens empowerment in and through ICT.Use Case:National Initiative to Enhance Womens Financial Inclusion through a Literacy Program3.5 Application of the Unified Framework An Illustrative Use CaseThis Initiative was designed to:Enhance womens

244、 financial inclusion through a literacy program.Enable women to access financial literacy programs in an accessible way.Allow women the oppurtunity to gain the skills needed to empower them to enter the workforce.What is the scale of the organization?Where is their presence and interest?What will be

245、 the coverage area and scope of the initiative?Coverage and Scope 1.Identify the scope and scale of the initiative(s)based on the presence,interest,and beneficiaries.Narrow down coverage based on whethre the organization is interested in nationa,sub-national,or local initiatives.For example,the orga

246、nization is looking to implement national-level initiative(s).Which region/country are we studying?Geographic Landscape 2.Study issues relating to gender equality in region of interest.Short-list a nation based on the topic-specific focus,e.g.,financial inclusion topic of interest.Narrow down on cou

247、ntry of interest based on research across macros factors.For example,less than half of women in the selected country have an account with a financial institution,compared to two-thirds of men.48How is the region that we are studying placed in terms of its income and literacy levels of women?Which se

248、ctors need support?Which sector are the initiatives for?What are the target and influencing group(s)?How are they positioned?Which groups are of need support?Economic and Human Capital StatusSectors ImpactedTarget and Influencing Groups3.4.5.Study the income and education levels of the women/girls i

249、n the selected country.Identity the vulnerable economic groups where financial inclusion is low,including digital financial inclusion.Evaluate data and literature on digital literacy,financial literacy,wage digitalization,skill gaps,internet and mobile penetration,and rural v/s urban disparities in

250、gender,among others.Short-list sectors of interest based on the sectors impacted and directly linked to the information identified.Short-list the target group(s)that are in urgent need of banking and financial services access.Influencing groups include Banks and Government in the nation.For example,

251、We short-list the Banking and Financial Services sector to solve for financial inclusion and financial literacy related issues.For example,we short-list groups where the percentage of women without bank accounts is less than the country average.49Which age groups does the challenge affect?What stage

252、 of their career are they in?What is the key challenge being faced?What is the root cause of the issue?What medium/channel can we use to solve the gap?Age Groups,Nature of Work and SeniorityGaps and Challenges ObservedImplementation Medium/Channel6.7.8.Based on the target group identified,we further

253、 review the group through an age,seniority,and career lens.In our current scenario,access and lack of knowledge of financial services are identified as critical gaps for the the target group i.e.,self-employed and unemployed women in the selected country.Select the best-fit medium to solve the short

254、-listed gap based on a cost-benefit analysis.For example,women who are self-employed and unemployed girls and women across age groups 18 and above in the selected country are the most vulnerable within the target group.To further deep dive,a significant challenge identified among women in the target

255、 group is the lack of financial inclusion due to a lack of basic financial planning and banking literacy.In this case,an online-only option will be most suited to reach a larger audience and to scale.Mobile phones and social media would be relevant and cost-effective to disseminate information quick

256、ly.We then study the groups challenges and gaps to understand the root causes.50What enablers are based on the chosen medium?What is the tangible output?Who will fund the initiative(s)based on the expected scope and scale?Which UNSDGs and the organizations goals is it aligned to?Enables and Delivera

257、blesFunding Magnitude and SourcesUNSDGs&National/Org.Goals/Objectives Impacted9.10.11.Outline enablers to solve the short-listed challenges by enhancing financial literacy and access.To achieve the deliverable based on the scope and scale,we evaluate the potential funding sources.Select the potentia

258、l UNSDGs and organization flagship goals we we intend to achieve through this initiative.After evaluating different options,we short-list education and literacy as a key enabler and education programs as a key deliverable.We short-list the most relevant funding sources,e.g,CSR-based funding from Ban

259、ks/Financial Services.We proceed with disseminating basic financial knowledge through YouTube,Whatsapp and SMS in the local language of the selected country target group(s).51How can it be brought to life?What is the scope?Operationalize and Measure12.Operationalize the initiative by planning key ac

260、tivities of designing a course curriculum to educate about financial literacy via Whatsapp/Youtube and engage in potential partnershipsto roll-out the initiative.Determine other aspects,such as timelines to roll out the initiative,e.g.,a short-term,accelerated roll-out.Measure effectiveness using KP

261、Is such as the number of women reached,the number of bank accounts opened,etc.525253CONCLUDING REMARKS:MAKING AN IMPACT This Thought Paper summarizes that enhancing womens workforce participation and financial inclusion requires a concerted,multi-faceted approach addressing economic,social,and cultu

262、ral factors shaping opportunities in the digital economy.The key barriers to womens participation in the ICT workforce include access to technology,digital literacy,and cybersecurity.By harnessing the potential of key enablers including access,education,entrepreneurship,advocacy,and collaboration ac

263、ross stakeholder groups,there is a significant opportunity to collectively propel towards a more inclusive digital future for all.Embracing a research-led approach,this Thought Paper addresses the gap in adoption of a consistent approach to designing and executing initiatives through the development

264、 of the Unified Framework.The novel Unified Framework has been leveraged for formulating pioneering and targeted initiatives for driving impactful change.DCOs proposed Unified Framework on Empowering Women in and through ICT serves as an invaluable tool and structured guide for governments,corporate

265、s,NGOs,and multilateral organizations seeking to design and deliver impactful initiatives or develop actionable recommendations to enhance womens participation in the digital economy.The framework comprises 15 lenses,each encompassing several categories,covering essential aspects such as the coverag

266、e and scope of initiatives,economic landscape,age groups,nature of work,challenges observed,key enablers and deliverables of potential women empowerment in and through ICT initiatives.Finally the proposed high impact initiatives(included in Appendix 1),using the Unified Framework focus on enhancing

267、support systems for working women,creating targeted returnship programs,promoting e-gaming through a scalable platform,rolling-out a phygital rural incubator,curating financial literacy courses,and forming a co-operative Bank focused on serving women.By challenging barriers,promoting opportunities,a

268、nd leveraging the power of technology,DCOs proposed initiatives aspire to unlock the potential of women in the workforce for accelerated growth in the digital economy of DCO Member States and beyond.545455GLOSSARY OF TERMSAfrican UnionAfrican UnionChinese Academy of SciencesAfrican Girls Can Code In

269、itiativeAmazon Web ServicesChief Executive OfficerArtificial IntelligenceBank of Bahrain and KuwaitCenter for Financial Literacy Education AfricaBanco BHD LenCommonwealth of Independent StatesAsia PacificBharat Interface for MoneyChief Operating OfficerApplication Programming InterfaceBahrain Instit

270、ute of Banking and FinanceCorporate Social ResponsibilityAugmented RealityBusiness Process OutsourcingCurriculum VitaeDigital Cooperation OrganizationDigital Space AcceleratorDiversity,Equity,and InclusionDepartment of Science and TechnologyDigital Financial ServicesDubai Womens EstablishmentDigital

271、 Public InfrastructureEuropean Bank for Reconstruction and DevelopmentAutomated Teller MachineCompound Annual Growth RateAFARBHIMAWSCAGRCOOAGCCIATMBIBFCFLEAPACBBKCASCSRAIAUBPOCISAPIBHDLCEOCVDCODSADEIDSTDFSDWEDPIEBRD010509131721250307111519232729020610141822260408121620242830Full form Abbreviation Sr

272、.No.56Economic Commission for AfricaGender Advancement for Transforming InstitutionsInternational Labour Organization StatisticsEuropean Centre for Women and TechnologyGulf Cooperation CouncilInternet of ThingsEuropean Economic AreaGross Domestic ProductInternal Rate of ReturnGraduate School of Busi

273、nessInformation TechnologyEuropean Financial Inclusion NetworkHuman ResourcesInternational Telecommunication UnionEuropean Investment BankInformation and Communication TechnologyJan Dhan-Aadhaar-MobileEuropean UnionInternational Finance CorporationKey Performance IndicatorsMinistry of Agriculture,Fi

274、sheries and Water ResourcesMicro,Small,and Medium EnterprisesMiddle East and North AfricaMember StatesMicrofinance InstitutionsNational Council for Vocational Education and TrainingMachine LearningNon-Governmental OrganizationsGovernment-to-PersonInternational Labour OrganizationECAEUHRGCCILOITUECWT

275、G2PICTIRREFINGDPILOSTATJAMEEAGATIIFCITEIBGSBIOTKPIsMAFWRMSMEsMENAMSsMFIsNCVETMLNGOs313539434751553337414549535759323640444852563438424650545860Full form Abbreviation Sr.No.57National Institute of Electronics and InformationRenewable Heating and CoolingTechnology,Media,and TelecommunicationsNational

276、Payments Corporation of IndiaReturn on InvestmentUnited Arab EmiratesOrganisation for Economic Co-operation and DevelopmentState Bank of IndiaUser Interface/User ExperienceSaudi Data and Artificial Intelligence AuthorityUnited NationsPrivate Equity/Venture CapitalSustainable Development GoalsUnited

277、Nations Capital Development FundPradhan Mantri Jan Dhan YojanaSmall and Medium-sized EnterprisesUnited Nations Development ProgrammePrincess Nourah UniversitySector Skills OrganizationUnited Nations Educational,Scientific and Cultural OrganizationUnited Nations World Tourism OrganizationVirtual Real

278、ityUnified Payments InterfaceWomen Business CouncilUnited States of AmericaWomens Digital and Financial InclusionUnited States DollarWorld Economic ForumWomen Empowerment PrinciplesPublic-Private PartnershipScience,Technology,Engineering,and MathematicsNIELITPNUSGDsROISTEMUNCDFNPCIPPPSMEUI/UXPE/VCSB

279、ITMTUNDPOECDRHCSSOUNPMJDYSDAIAUAEUNESCOUNWTOVRUPIWBCUSAWDFIUSDWEFWEP61656973778185636771757983878962667074788286646872768084889091Full form Abbreviation Sr.No.585859APPENDIX 1PROPOSED INITIATIVESPROPOSED INITIATIVESBased on thorough primary and secondary research carried out throughout the developme

280、nt of this thought paper,following initiatives for empowering women in and through ICT are proposed.Various dimensions of these initiatives have been mapped using the DCOs Unified Framework.The below use case illustrative below outlines how the Unified Framework can be leveraged to formulate initiat

281、ives to solve targeted issues in the realm of Womens empowerment in and through ICT.6.1.1 Long-list of initiativesInitiative#1ThemeRationale Description ObjectivesPostNutura|Empowering women in the workforce,enabling care for their infantsWomens Workforce empowerment through ICT:An online platform t

282、o find postnatal caretakers.Assist maternity leave recipients in juggling their postpartum schedules.Enable women to stay in the workforce after having children.Give caregivers work opportunities to empower them financially.Over time,it will allow women to pursue mid-to upper-level positions with su

283、fficient support at home.Develop a technology enabled platform to link working women with maternity caregivers through a website and mobile application.Geolocation-based identification of the most appropriate caregivers through APIs.Tailored packages,such as part-time,full-time,or temporary options

284、like a one-month stay,etc.Form partnerships with corporations to support or pay for maternity caretakers for female employees and identify early adopters.-Customer ratings and reviews-User-friendly interface-Discounts and loyalty programs-Live chat support-Accessibility features-Education resources

285、and how to guides/handbookAdaptable payment methods for various maternity assistance programs.A pool of caregivers that the platform team will screen.Website and mobile application features to include:Opportunity to provide working women with caretakers to provide support post-pregnancy and transiti

286、on back to work in a smooth manner.Coverage and Scope Regional Geographical LandscapeMiddle East,Africa,and Asia60Economicand Human Capital Status Nature of Work and SeniorityEnablersTarget and Influencing Group(s)Age GroupsDeliverables Implementation Medium/ChannelGaps and Challenges Observed Secto

287、rs Impacted Upper middle income Mid-level management Childcare support from the workplaceSelf-employed Across high to moderate literacy ratesEntrepreneur Marketing and outreachEmployees at private organizations or government organizations Support structure/caregivers(including family)Multilateral or

288、ganization(s)Private organization(s)GovernmentsCaregivers Urban areasSenior-level management Pipeline and training of caretakersEntrepreneurs18-50Toolkits and platformsPhygital;online platform Workforce inclusionAll Target Groups Influencing GroupsFunding Magnitude and SourcesNational/Organizational

289、 Goals and Objectives ImpactedPublic-Private PartnershipGovernment allocated budgetsNon-Governmental Organizations(NGOs)/International foundationsPE/VC funding and guidanceUN SDGs ImpactedGender equalityReduced inequalities Decent work and economic growthBetter digital skills and jobs Positive digit

290、al DCO specific:61Technology LeveragedWebsite,online platform AI-enabled chatbot API Technology WebsiteMobile Data insights and analytics StakeholdersKey Performance Indicators(KPIs)Women returning to work post maternity leaveTurnaround of time for women to re-join workMaternity caretakers and nurse

291、sIncreased participation of women in the workforceCorporatesNumber of women recruited as caregiversOperationalize and MeasureDCO MSs Champion Implementation Timelines All DCO MSs 6 to 18 months Outcomes Enable smooth re-entry into the workforceGenerate employmentOvercome barriers that hinder women t

292、o pursue mid to long-term careersEnhance diversity at the workforceEnable women leaders in the workforce62ThemeWomens Workforce empowerment through ICT:Back-to-work program for those with break-from-work.Rationale ObjectivesStart with mentor-mentee matching for a few workstreams,e.g.,marketing,produ

293、ct,UI/UX and expand to other sectors.Confidence building and training is required for women who are taking breaks.Women on breaks in their career are often pushed towards unemployment.To avoid being out of labor force a re-integration program can connect them with suitable corporates.Serve as an inc

294、ubator to re-launch women into the workforce.Target women who took early retirement,are coming out of maternity leave,or have taken a long break due to personal reasons.Description Technology-enabled platform to connect employers and prospective employees,where women are looking to re-enter,and corp

295、orate partners are looking for new hires.Connect with corporates on freelance,part-time,contractual work,virtual only,and hybrid work.Integrated mentor-mentee network for confidence building.Learning platform with a repository of relevant soft skills and essential software to transition back to work

296、.Learning platforms to have mock interviews to build confidence based on the type of job one is applying for,e.g.,marketing,consultant,research,UI/UX,product,banking,technology,etc.Screening:Online video screening,CV screening,and project-based performance screening of candidates by the platform to

297、allow appropriate matching with employers.Digital skill development:Update participants on industry trends and technologies,e.g.,using software such as teams,Microsoft Office,and AI chatbots.Mentorship:Pair with mentors who provide guidance,support,and insight into the workplace culture.This can be

298、valuable in navigating the challenges of returning to work.Corporates to offer mock or real-world projects:participants to work on real-world like projects or assignments,allowing them to apply their skills in a practical setting and build current,relevant experience.Generate profile report card wit

299、h CV,courses completed,mentorship session completed,and mock project completed to offer to potential corporates.Networking Opportunities:List networking events,allowing participants to connect with professionals in their industry and build a support network.Coverage and Scope Geographical LandscapeR

300、egional Middle East,Africa,and AsiaInitiative#2BeyondBreak|Womens Online-only Re-integration Platform63Gaps and Challenges Observed Workforce inclusion Digital divide Access divide Skills and knowledge Economicand Human Capital Status Upper middle income Across high to moderate literacy ratesUrban a

301、reasSectors Impacted All Target and Influencing Group(s)UnemployedPast employees at private organizations or governments organizations Private organizations GovernmentsMultilateral organizations Self-employed Target Groups Influencing GroupsNature of Work and SeniorityAge GroupsMid-level management

302、ExecutiveSenior-level management 30-65 and aboveImplementation Medium/ChannelOnline(virtual);online platform EnablersCollaborative partnerships with corporates,academic institutes,and mentors.Continuous feedback mechanisms for program improvement.User-friendly interface design of the platform for se

303、amless navigation.Regional language customization for wider accessibility.Regular training programs for confidence building and skill development.Deliverables Toolkits and platformsFunding Magnitude and SourcesPublic-Private PartnershipGovernment allocated budgetsPE/VC funding and guidanceUN SDGs Im

304、pactedGender equalityReduced inequalities Decent work and economic growth64National/Organizational Goals and Objectives ImpactedBetter digital skills and jobs Positive digital DCO specific:Operationalize and MeasureTechnology LeveragedOpen-source platform AI-enabled chatbot and CV screening software

305、 Regional languages to generate and translate contentSocial media integration to match mentors-menteesStakeholdersWomen in early to mid-career level with breaksMentor pool to help in guidance and interview prepCorporates or academic institutes offering mock projectsCorporates across sectors offering

306、 virtual/part-time jobsDCO MSs Champion Start with GCC MSs in DCO(due to a more developed womens workforce and access to internet/smartphones)and expand across other DCO MSs.Key Performance Indicators(KPIs)Number of jobs securedNumber of mentees trainedTurnaround time from learnings completed to job

307、s securedNumber of mentors listedImplementation Timelines 6 to 18 months Outcomes Connect employees with corporatesPre-screen candidatesMock project assessmentLearning repositoryConnect with mentors with similar career trajectory Polish basic digital and soft-skills65Rationale Traditional e-sports l

308、andscape often lacks representation from women,mainly from DCO MSs.Developing a female-only platform addresses this disparity and provides a dedicated safe space for women to thrive.By focusing on DCO countries,the team aims to include women who may face additional challenges due to economic,social,

309、or political factors,fostering inclusivity within the esports community.The team empowers women within specific cultural contexts,breaking down barriers that may limit their participation in esports due to societal norms or expectations.Description Identify,nurture,and highlight the gaming talent of

310、 women from DCO countries.Develop a tech platform and provide a supportive environment for skill development,recognition,and global opportunities.Challenge gender norms in esports,promoting diversity.Demonstrate women from DCO countries excelling in esports,inspiring industry-wide change.Initiative#

311、3BeyondBreak|Womens Online-only Re-integration PlatformThemeWomens Workforce empowerment through ICT:Breaking barriers,Defying stereotypes:Empowering women in E-sports,one game at a time.ObjectivesEstablish a women-only e-sports technology-enabled platform for DCO MSs to empower women,break barriers

312、,and foster talent,diversity,and professional growth in the upcoming esports industry.Empower women for careers in esports,spanning players,coaches,analysts,and creators.Create diverse opportunities for professional growth within the esports industry.Establish a positive environment fostering camara

313、derie and mentorship.Connect women from DCO countries,encouraging collaboration to overcome esports challenges.Coverage and Scope Geographical LandscapeRegional Middle EastEconomicand Human Capital Status Lower income Upper middle income Urban areasModerate to high literacy levels Lower middle incom

314、eSectors Impacted Consumer industries and Technology/ICT66Target and Influencing Group(s)StudentsUnemployed Self-employedPrivate organizations Startups Government organizations Sports authorities Multilateral organization(s)E-sports influencers,gamers,Youtubers,e-sports enthusiasts Target Groups Inf

315、luencing GroupsNature of Work and SeniorityAge GroupsInternship Entry-level Mid-level managementTrainee 18-45Gaps and Challenges Observed Gender biasFinancial inclusionDigital divide Implementation Medium/ChannelPhygital(online platform and in-person gaming experience center)EnablersDeliverables Soc

316、ial media partners and platformsAccess to Internet and electronic devicesReach and views of e-gaming streamsPipeline of content creators and gamersToolkits and platformsFunding Magnitude and SourcesPublic-Private PartnershipGovernment allocated budgets Social media platformsPE/VC funding and guidanc

317、eNational/Organizational Goals and Objectives ImpactedUN SDGs ImpactedGender equalityIndustry,innovation,and infrastructureReduced inequalities Partnership for goalsDecent work and economic growthBetter digital skills and jobsPositive digitalDCO specific:67Technology LeveragedOnline learning platfor

318、msImmersive,spatial technologyOnline streaming platformsSocial media and content creation toolsGaming platform and softwareOperationalize and MeasureDCO MSs Champion DCO MSs in the Middle EastStakeholdersFemale gamersFans and supportersE-sports organizations and leaguesSponsors and partnersKey Perfo

319、rmance Indicators(KPIs)Tournament success ratesSponsorship Community engagement metricsStreaming reachImplementation Timelines 6 to 18 months to be rolled out in an agile methodologyOutcomes Professional growthAlternative career and revenue streams Building of E-sports culture Increased visibility a

320、nd representation68Initiative#4ThemeTechSHE Hub|Digital Skilling Cohort|Hybrid action for dual impact of Skills+ConfidenceObjectivesRationale DCO MSs of Gambia,Nigeria,Djibouti,and Ghana have low levels of education/skills,including digital literacy skills,as per UN Women data.Getting blue-collar wo

321、rkers equipped and empowered with basic digital and ICT skills.Understanding e-commerce and social commerce for enhancing job opportunities.Confidence building to be secure and effectively use technology devices.Opportunity to start with cohorts in Nigeria where internet access and the ICT sector ar

322、e growing and take labor force participants online.For example,blue-collar workers such as household helpers,tailors/seamstresses,or salon workers can list themselves on an e-commerce platform to get other job opportunities online through freelance listing and e-commerce websites for blue-collar wor

323、k.Womens workforce participation in ICTWomens workforce empowerment through ICTDescription Bite-sized learning content shared through WhatsApp and SMS.Leveraging WhatsApp groups for sharing reading materials,doubts,and peer-to-peer learning.Sharing animated and podcast content on WhatsApp groups.Hav

324、ing in-person cohorts with women tutors/trainers to learn basic digital skills and computer skills.-Understanding the purpose and usage of different devices computers,printers,fax machines,and using essential functions on a computer.-Using broadband and Wi-Fi networks.-Learning WhatsApp effectively

325、for medium to advanced functions beyond simple messaging.-Finding,downloading,installing,and configuring software.-Using copy-paste to duplicate or move information within a document.-Leveraging the internet for different uses learning,social media,email,video content,podcasts,etc.-Understanding and

326、 using e-commerce websites for ones career growth.-Staying safe on social media and other internet platforms.-Connecting and installing new devices.-Creating electronic presentations with presentation software.-Transferring files between a computer and other devices.-Using basic arithmetic formulas

327、in spreadsheets.-Copying or moving a file or folder.Women tutors to function as guidance counselors and mentors for the cohorts.Leveraging educational institutes,libraries,technology parks,corporates,NGOs,and government offices infrastructure after hours.Knowledge and skills in the curriculum:69Cove

328、rage and Scope Economicand Human Capital Status Geographical LandscapeSectors Impacted Regional Lower income Rural areas Low literacy ratesLower middle incomeMiddle East,Africa,and AsiaEducation and Technology/ICTTarget and Influencing Group(s)Age GroupsStudents Self-employed Leaders/ManagersEntrepr

329、eneursGovernmentsPrivate Organizations Educational Institutions EmployeesUnemployed 25-50Target Groups Influencing GroupsNature of Work and SeniorityMid-level management Entrepreneur Senior-level management Gaps and Challenges Observed Skills and knowledgeFinancial inclusion Workforce Inclusion Digi

330、tal divide Implementation Timelines Phygital;Hybrid channels Outcomes Social media platformsAccess to internet Access to educatorsContent creators Deliverables Toolkit and platforms Scholarship and grants Recognition and awards Leadership development program 70Funding Magnitude and SourcesGovernment

331、-allocated budgetsPublic-Private PartnershipNGOsDevelopment banks UN SDGs ImpactedQuality educationDecent worth and economic growthReduced inequalitiesPartnership for the goalsGender equalityNational/Organizational Goals and bjectives ImpactedBetter digital skills and jobsPositive digitalDCO specifi

332、c:Technology LeveragedWhatsAppBroad-band and Wi-Fi Microsoft office softwareComputer devicesOperationalize and MeasureDCO MSs Champion DCO MSs in Africa StakeholdersBlue-collar workersFund/Sponsor for internet and device access Corporates,governments,and educational institutes providing infrastructu

333、re Volunteer trainers Key Performance Indicators(KPIs)Number reported to feel confident in their digital skillsNumber reported to go online by listing on social media and e-commerce platforms,using WhatsApp business,social commerce apps,etc.Number of one-on-one mentorships provided to go online and list onlineNumber of cohorts completedNumber reported to clear primary coursework material Timelines