Description and rationale
Actively promote digital skills and capabilities. Raise awareness of available support, encourage learning, and provide access to digital resources and training, ensuring all can participate.
This principle is about empowering people with the skills, confidence, and tools to engage in the digital world, while also providing alternatives so that no one is excluded.
It has two equally important facets:
- Building digital capability: through training sessions, tutoring, awareness campaigns, device lending schemes, etc., so that residents (and our staff and Members) can develop the skills and confidence to use digital services.
- Ensuring access and support: making sure those who lack devices or connectivity can get them (e.g. through community Wi-Fi or device loan programs) and that services remain accessible via non-digital channels or assisted digital support for those who truly need it.
The rationale is that even the best-designed digital service (Principle 1) will not help someone who does not know how to use it or cannot get online. Somerset has pockets of low connectivity and populations with limited digital experience. By championing skills and providing support, we enable more people to benefit from digital services, which can improve their economic opportunities, social inclusion, and access to public services. At the same time, inclusivity demands that we continue to offer help for those who remain offline, for example, telephone hotlines, face-to-face assistance at libraries or council offices so that no one is left behind or unable to access essential services. This dual approach (digital-first but not digital-only) aligns with the Council Plan’s pledge to maintain traditional contact methods alongside 24/7 digital access. In summary, this principle ensures we tackle the practical barriers (skills, devices, connectivity, confidence) that cause digital exclusion, and it embodies the commitment to “digital inclusion means inclusion for all,” leaving a safety net for those who need it.
Maturity levels
Level 1 – Initial
Minimal support for digital skills or access issues. If residents lack digital skills or devices, the Council’s stance is essentially hands-off. Services are offered via phone or face-to-face, but there’s no initiative to help people get online. Any training or support happens informally or via external organisations with little Council involvement.
Level 2 – Developing
Some digital inclusion support exists but is limited in scope or reach. For example, a few libraries might host basic IT drop-ins, or the Council signposts to external digital classes. There could be pilot projects (like a small device donation scheme or an isolated community Wi-Fi hotspot), but no coordinated county-wide program. Connectivity issues are acknowledged (e.g. mapping broadband “not-spots”), yet solutions are largely left to national programs. Internally, staff get ad-hoc digital training, but not systematically beyond mandatory IT inductions.
Level 3 – Mature
The Council has a coordinated Digital Inclusion Action Plan with dedicated funding and partnerships to boost digital skills and access. Regular digital skills workshops are offered across the county (e.g. in libraries, community centres) in partnership with adult education providers and charities. Targeted initiatives address specific needs: for instance, a tablet lending scheme for isolated older residents, “IT buddies” or volunteer digital champions to assist people one-on-one, and campaigns to promote online safety and awareness of Council digital services. Importantly, multi-channel service delivery is maintained. Residents can still reach the Council by phone or in person, and staff are trained to use these interactions to gently encourage and assist with digital where appropriate (assisted digital support) rather than forcing it. Internally, staff and members have access to continuous digital skills development (e.g. training on new collaboration tools or data literacy) to foster a digitally capable workforce.
Level 4 – Leading
Somerset is a model for digital inclusion support. Virtually all residents who want to be online have had an opportunity to receive training or devices, through Council initiatives or in collaboration with partners. The Council and partners ensure affordable connectivity and devices via device recycling programs, subsidised internet for low-income households, or community internet hubs, so that lack of equipment is much less of a barrier. Digital support is embedded into front-line services: e.g., social care workers routinely assess digital access needs and refer clients to inclusion support; schools and libraries coordinate on identifying families in need of devices. Those who still cannot or choose not to use digital services are fully supported through equal alternative channels and this is managed without stigma or reduced service quality. Internally, the workforce’s digital capabilities are strong. Staff continuously upskill and innovate, and the Council’s internal digital literacy is recognised as key to service improvement. The Council also actively shares best practices and maybe even helps other councils with inclusion efforts (thought leader).
Metrics
Residents Supported/Trained
Number of residents who receive digital skills support or training.
Target: e.g. 500+ residents per year. (Count attendees of digital classes, one-to-one sessions, people helped by library staff with IT queries, etc. We will disaggregate by age group, area, etc., to ensure broad reach.)
Devices or Connectivity Provided
Number of individuals or households provided with devices or internet access through Council schemes. For example, devices distributed via loan or donation programs, or homes connected via a Council-supported initiative.
Target: Grow each year (e.g. 100 households connected in first year). This measures reduction in equipment/infrastructure barriers.
Channel Mix and Assisted Support
Usage of assisted channels vs. digital channels. We expect as skills improve, more people will use digital services (so digital usage percentage rises), but we also monitor that those who use phone/face-to-face are being assisted effectively (e.g. track wait times, or percentage of enquiries where staff provided some digital help).
Target : Digital uptake increases among those who can go online, and those who remain offline continue to receive timely service.
Digital Exclusion Rate
Overall digital exclusion indicators for Somerset’s population. For instance: percentage of Somerset residents who have never used the internet (from ONS data) or percentage without any internet access.
Target: Decrease over time. Also, survey-based metrics like “x percentage of residents who feel confident using the internet for Council services” – aiming to increase this significantly in targeted groups.
Strategic alignment
Target Operating Model
Digital and Technology theme: The TOM explicitly states that digital services will be “accessible, with support and training provided… ensuring nobody is left behind.”. This principle is the direct implementation of that promise, by providing training programs, access to devices/connectivity, and assisted service, we make sure no one is excluded by the shift to digital. It also ties into TOM’s People and Skills theme: investing in skills and capabilities isn’t just for staff, but also for communities (an enterprising council leverages libraries, volunteers, etc., to upskill the public). By partnering with others (e.g. libraries, colleges, community groups) to deliver skills support, we reflect the TOM’s emphasis on collaboration and innovation in service delivery.
Strategic Objectives
“A Fairer, Ambitious Somerset”: This principle directly advances fairness and opportunity by tackling the key barriers (skills, access, confidence) that cause digital inequality. For instance, it supports social inclusion by helping isolated or disadvantaged individuals get online where they can access information, social connections, and services (aligning with Healthy and Caring Somerset because digital inclusion can reduce isolation and improve access to health resources). It also feeds into Flourishing Somerset: improving digital skills boosts employability and education prospects, helping people into jobs and businesses to grow (digital literacy is almost a prerequisite for economic participation now). The Corporate Plan’s vision of an “ambitious” Somerset includes being ambitious for our residents, giving them the tools to succeed in a digital era is part of that.
Wider Corporate Plan
Public Commitment to Inclusion and Multi-Channel Service: The Corporate Plan explicitly notes that while many will use digital services, “for others this is not an option” and commits that the Council “will still be here if you need to have a conversation”. Principle 4 is exactly about fulfilling that commitment: maintaining high-quality non-digital access (so those not online are not left out) while also working to reduce the number for whom digital “is not an option” (by making it an option through training/help). It also resonates with the Plan’s emphasis on working with communities and partners. Many digital inclusion initiatives require partnership (e.g. working with charities for device recycling or with the NHS for patient digital skills), reinforcing the idea that we achieve more together. Finally, by helping residents gain digital access, we enable them to engage more with Council consultations, community life, and services, which supports the Plan’s overarching aim of an empowered, connected community.
Actions to ensure maturity
- Implement a County-Wide Digital Skills Programme: Roll out a structured program of digital skills training and support. For instance, establish regular drop-in sessions or workshops in all major libraries and key community venues (e.g. village halls, adult education centres). Partner with Adult Learning services, local colleges, or Good Things Foundation centres to broaden reach. Develop tailored sessions for different needs, such as basic internet use for beginners, using specific Council online services, staying safe online, etc. Publicise these widely (through parish councils, GP surgeries, housing offices).
- Device and Connectivity Initiatives: Expand schemes to get devices and internet access to those in need. Actions could include: a Device Loan or Donation Scheme (working with IT and charities to refurbish old laptops/tablets and loan or give them to low-income residents); promoting the national Mobile Data “National Databank” for free SIMs/data for those who can’t afford it; creating community Wi-Fi hotspots or digital hubs in partnership with district councils or telecom providers. We should set targets (e.g. “200 devices to be distributed in year 1”) and actively seek external funding.
- Assisted Digital and Multi-Channel Service: Codify our commitment that no service will be digital-only without an alternative support route. Ensure contact centre and face-to-face staff are trained to handle requests from digitally excluded customers with empathy and efficiency. Equip frontline locations (libraries, customer service points) with the capability to guide people through digital processes if they’re willing (like helping someone fill an online form) or do it on their behalf if needed. Develop simple “How to” guides or offer to complete tasks over the phone for complex digital services (for example, some councils have “assisted digital” appointments for things like Blue Badge applications). Continue to monitor usage of these channels so we can spot if certain services are too hard to use online and fix them (feedback loop to Principle 1).
- Embed Digital Support in Frontline Roles: Encourage services like Adult Social Care, Housing, Customer Services, etc., to include basic digital assistance as part of their role. For example, a housing officer conducting a home visit could check if the tenant has internet access or needs help setting up an online rent account; a social worker might help a client connect with an online community group. Develop a referral system so that if any staff member encounters someone who wants to improve their digital skills or access, they know where to refer them (perhaps to our library sessions or a partner like Citizens Advice tech support). Essentially, make every contact count: any employee could be a gateway to digital inclusion support.
- Internal Digital Skills for Staff and Members: Alongside residents, ensure our staff and councillors also have opportunities to improve their digital skills. Offer training on internal systems, data tools, collaborative platforms, etc., not just as one-offs but continuous learning (this might be led by IT or OD). A digitally confident workforce is better able to assist the public and adopt new technologies that can help residents (like using video calls for consultations or demonstrating a new app to a service user). This internal upskilling is part of digital inclusion too. It fosters a culture where employees feel comfortable advocating digital tools.
- Outreach and Promotion: Many people who need digital help may not actively seek it. Work with community partners to reach the “hard-to-reach.” For instance, coordinate with charities, social housing providers, and community groups to identify people who would benefit from our programs (e.g. an isolated older person who might not come to a library on their own). Consider a volunteer digital champion network that can do outreach, perhaps young volunteers or community members visiting care homes, shelters, etc., to offer basic digital assistance. Promote our initiatives through GP practices, family centres, and job centres. We should also celebrate success stories to motivate others.
- Monitor Impact and Adapt: Track the metrics above closely. If, for example, some sessions are poorly attended, find out why (Is the timing wrong? Location? Publicity?). If we see certain areas still have high exclusion rates, intensify efforts there. Solicit feedback from participants of our training (did it meet their needs, what do they still struggle with?). Use this data to continually refine our approach and perhaps introduce new modules like smartphone training if that’s a gap or provide follow-up advanced sessions for those who “graduate” from basics. Also remain flexible to emerging needs.
By executing these actions, Somerset Council will build a robust support system that grows the digital capability of our communities while always keeping a safety net for those who need it. This not only helps residents and staff directly, but it will also increase the uptake of the digital services we invest in (a virtuous cycle, more people online means more efficient services, freeing resources to further help those remaining offline).