Description and rationale
Demonstrable leadership across all levels to champion, facilitate and communicate a digitally inclusive environment and agenda.
In other words, digital inclusion should be part of our organisational culture – it is everyone’s responsibility, not just one team’s job. This principle calls for strong leadership example-setting and broad staff engagement to foster a culture where every service and employee considers the needs of those who are digitally excluded. When inclusion is “baked in” culturally, isolated efforts turn into a coordinated whole-council approach.
A digitally inclusive culture means senior leaders consistently champion inclusion in communications, policies, and behaviour. Staff at all levels understand how they can help reduce the digital divide. For example, a customer service officer at a library feels it is part of their role to help someone learn to use an online form, even if it is not their job. Without an inclusive culture, we cannot achieve a truly Fairer Somerset. By making inclusion a shared norm, we encourage collaboration, innovation, and consistency, all departments work together so that initiatives like improving connectivity, offering digital skills training, or designing accessible websites get support from across the organisation.
Maturity levels
Level 1 – Initial
Digital inclusion is seen as “someone else’s problem.” Responsibility is isolated (for example with the IT team or Digital Inclusion Lead). Most staff have little awareness of digital exclusion issues. There are no clear expectations or policies for managers and staff to consider digital inclusion in their work.
Level 2 – Developing
Leadership acknowledges digital inclusion in high-level terms and perhaps forms a working group. Some departments set basic inclusion goals. However, practice is uneven, and many employees are still unaware of the new inclusion principles.
Level 3 – Mature
Digital inclusion is a stated organisational priority with clear governance and accountability. Senior leaders regularly champion it in speeches, internal comms, and policies. Equalities Impact Assessments (EIAs) for new services explicitly cover digital inclusion considerations. Procurement processes include inclusion criteria (e.g. requiring vendors to meet accessibility standards). A cross-council forum or Community of Practice exists where staff share best practices and success stories. Many service plans include specific inclusion KPI‘s and actions.
Level 4 – Leading
A fully embedded culture. Every staff member, from front-line to Chief Executive, understands and values digital inclusion, similar to how everyone understands safeguarding or health and safety. Directors include inclusion progress in management meetings. Digital Inclusion Principles are woven into corporate strategies and staff performance objectives. Staff feel empowered to act as “digital inclusion champions” in their teams and communities. The organisation continuously learns and improves its approach by listening to staff and public feedback on inclusion.
Metrics
Inclusion in EIAs
Percentage of Council decisions and/or projects that include a Digital Inclusion section in their Equality Impact Assessment (EIA).
Target: 100%. All major projects and policies should formally consider digital inclusion effects.
Procurement checks
Percentage of relevant procurements that include digital accessibility and/or inclusion requirements.
Target: 100%. This ensures suppliers align with our inclusivity standards.
Staff Training and awareness
Percentage of staff and elected members who have completed digital inclusion awareness training.
Target: 100% of staff over time.
Digital Inclusion Champions
Number of Digital Inclusion Champions identified across services.
Target: At least one in each service area. These are staff volunteers or nominees actively promoting inclusion in their teams.
Cross-department initiatives
Count of cross-department digital inclusion initiatives or projects. For example, a library, adult social care, and customer services jointly running a digital skills program counts as one. This reflects a reduction in isolated working across the organisation.
Target: The number increases each year.
Strategic alignment
Target Operating Model (TOM)
People and skills theme – One Team culture: The TOM emphasises that “our values will be part of everything we do” and pushes for a “One Team” and “Belonging” culture. Promoting an inclusive digital culture operationalises values like collaboration, empathy, and accountability in day-to-day work.
It directly supports the TOM’s goal to “reduce and end siloed working”, by treating digital inclusion as a shared objective, this principle breaks down isolation between departments that might otherwise approach the issue separately.
This principle also supports the TOM’s focus on working together. When we collaborate well internally we can present a united approach when working with external partners, such as health, education, or community organisations, on digital inclusion.
Strategic Objectives
“A Fairer Somerset” and others: This cultural principle underpins all strategic outcomes. “A Fairer Somerset” requires that every part of the Council works together so no group is left behind digitally – fairness is not achievable if only one team is addressing digital exclusion. Similarly, “Healthy and Caring Somerset” benefits if Social Care, Health, and Community teams jointly make sure that vulnerable people can access digital services. “Flourishing Somerset” (economic growth and opportunity) is better supported if our Economic Development, Education, and Libraries teams collectively promote digital skills and access. Essentially, a collaborative internal culture is the engine to drive all these outcomes and without it, efforts remain fragmented, inconsistent and less effective.
Wider Corporate Plan
Council values – Collaboration and integrity: The Corporate Plan calls for the council to be “collaborative, empowering and evidence-based, listening and acting with integrity”. This principle is collaboration in action. All services working together on inclusion delivers the Corporate Plan’s vision of “One Council serving residents”. It also makes sure that every service area keeps the promise that we will not exclude parts of the community. Additionally, the Corporate Plan’s commitment to “One Team” is embodied here as digital inclusion becomes a common thread uniting services.
Actions to ensure maturity
- Executive sponsorship and communication: Secure and maintain visible support from top leadership. Have clear statements from the Chief Executive and Members that “digital inclusion is a whole Council responsibility” and celebrate successes in this area. For example, include these principles in corporate inductions and internal newsletters, and present them at manager briefings so the message cascades.
- Policy integration: Embed digital inclusion into formal processes. Update templates for Equality Impact Assessments to prompt consideration of digital access and skills for any new service or policy. Add checks in project governance (e.g. business case templates requiring authors to explain how those without digital access will be served). Ensure procurement policies ask vendors about accessibility and inclusive design (so our suppliers support our culture change too).
- Empower and train Digital Inclusion Champions: Identify a network of Digital Inclusion Champions across departments and provide them with training and time to advocate best practices. For instance, library staff and customer service advisors (who frequently assist digitally excluded people) can be formal champions who share insights and tips with colleagues. Hold regular meet-ups for these champions to exchange ideas and energize efforts.
- Formalise a cross-department Working Group: Create a Somerset Digital Inclusion Working Group with broad representation. Strengthen this group with clear terms of reference, regular meetings, and senior oversight. The group should report to a corporate board or the Transformation programme to ensure accountability. Expand it to include members from any missing key areas (e.g. Communications, Customer Services) and perhaps external partners for perspective.
- Staff training and awareness: Roll out a Digital Inclusion Awareness training module for all staff and Members. This could be e-learning or interactive workshops that explain what digital inclusion is, why it matters, and how each person can help. For Members, include content so they can support constituents.
- Include in corporate plans: As the Council Plan and service plans are refreshed, explicitly include digital inclusion objectives. For example, a service plan might have “Ensure all our service information is available in accessible, easy-read formats” or “Enable 500 residents to improve their digital skills via our service touchpoints”. Making it part of formal objectives signals importance and ensures progress is tracked.
- Continuous engagement: Maintain two-way communication. Seek feedback to understand awareness of, and commitment to, digital inclusion. Ask for ideas from employees – often front-line staff have creative solutions for inclusion if asked. Also regularly share data and stories to reinforce the real-world impact of an inclusive culture.