Image Description: Digital Inclusion: Future State Sustainable Model. This diagram presents a framework for a sustainable approach to digital inclusion, emphasising ongoing support rather than one-off interventions.
The top section of the diagram highlights six categories of organizations that both have reach at the point of need and have financially benefited from digital transformation. The telecommunications sector, represented by companies like BT and Vodafone, is addressing the transition to digital voice and the shutdown of 3G networks. The TV sector, including BBC and Channel 4, focuses on the future of Public Service Broadcasters (PSBs). The internet sector, with platforms such as Netflix and Disney+, raises considerations around net neutrality. Big tech companies like Google, Apple, and Microsoft represent large technology firms that have profited from digital transformation. The e-tail sector, including Amazon, eBay, and Etsy, emphasises the role of online retail and e-commerce. Lastly, commercial and public services, covering the NHS, local authorities, banks, and utilities, encompass essential services spanning healthcare, government, and finance. A pink arrow emphasises the role of regulators in enforcing coordinated requirements.
A central “£s Inclusion Fund/Tax” represents financial contributions toward digital inclusion, justified by social and economic benefits. Funds flow in two directions:
- B2C (Individuals in Need): Support at the point of need, triage of services (connectivity, skills, access), multi-channel engagement, and enabler support.
- B2B (Businesses & Organisations): Coordination, innovation sprints, investment models, ongoing insights, and communication toolkits.
We live in an advanced digital age, yet millions remain excluded from the opportunities that technology provides. After a career spent wearing multiple hats, from volunteering and campaigning to advising global initiatives and working within a leading FTSE bank to enable and start their contribution (which is by the way massive!), one thing is abundantly clear to me: our current approach to combating digital exclusion must change.
Two weeks ago with much thanks to Jemma Waters, Gori Yahaya, Freddie Queck, Beena Puri and Amy Caton we hosted a ImpactExperts Masterclass where Jemma and the panel reflected on the last 20+years of efforts, challenges and lessons learned and I agreed with all of the conclusions. I was left pondering with these excellent recommendations: who funds it?
The current strategy, which places the burden on charities and volunteers, is unsustainable and, frankly, unfair. Yes, the £60 million in government grants allocated to this cause have helped significantly, but the number of people left behind has not shifted enough. Grants, while appreciated, are a band-aid for a systemic problem affecting millions. This is not a niche or one-off issue; it’s a widespread challenge that requires a comprehensive, inclusive, and mainstream solution that as long as the world innovates, will always exist.
The eagerly anticipated Digital Inclusion Action Plan marks a pivotal moment in addressing this pressing issue. With the announcement of a new Digital Inclusion Council, there is a renewed sense of optimism about creating lasting change. This council, bringing together key stakeholders and experts, promises I feel to provide the leadership and structure needed to tackle digital exclusion at its core. These steps signal a shift towards a more strategic, coordinated approach – one that doesn’t simply place responsibility on volunteers, but actively involves all sectors in providing a service at the point of need ensuring no one is left behind.
The Human Cost of Digital Exclusion
I recently heard from a friend struggling to access information on free digital skills and hardware for her elderly relative. While digital skills are more accessible, finding accurate details on hardware or tech support was frustratingly difficult. Hotlines can lead to dead ends, assistance centres were often closed or poorly advertised, and available services were offered at inconvenient times or locations for a lot of people, some of which are at work or do not have mobility. This piecemeal approach – one that expects users to endlessly “follow the breadcrumbs” of signposting at their expense and time – is not working. It is useful for ongoing support, but it isn’t enough in the first part of the journey, especially at the point when someone needs motivation to change their behaviour in the first place.
We need to treat welfare services and digital inclusion support with the same customer-centric mindset that fintech innovations apply to serving their users. Just as tech is transforming how people with disabilities manage their money, it’s time to design tech-enabled welfare and inclusion services that prioritise the individual’s experience.
Adopting a “One Journey” Approach
The solution lies in what many experts, such as Beena Puri, the Digital Poverty Alliance, and behavioural scientists like those at The RSA advocate for – a holistic, unified “one-journey” approach. This approach aligns services around the individual, removing the complexity of endless referrals or disjointed processes. I’ve seen the power of this concept through collaborations with organisations like the Money and Pensions Service (MaPS), Lightning Reach, and Lloyds Banking Group with We Are Group. Together, they are working on designing solutions that respond to people’s needs “just in time and place.”
A sustainable digital inclusion strategy must ensure support is available exactly when and where it’s needed – whether at shops, banks, job centres, or even train stations. It must combine human assistance with streamlined technology and triaged referrals to the right support (ideally there and then) and only to the third sector for some of the support where relevant and remove the sole reliance on charities and volunteers to bear this responsibility.
Who Should Fund the Future of Inclusion?
The cost of solving digital exclusion runs into billions. Funding such a monumental initiative cannot fall solely on taxpayers via Government, nor should it. The organisations that have reaped billions from digital transformation—banks, utility providers, content platforms like Netflix, ISPs, and broadcasters—have a responsibility to help foot this bill.
Why?
- They benefit the most: Their services improve, and they continue to profit or save more as more people gain access to digital tools.
- Motivation aligns with outcomes: Co-funding obligates these organisations to ensure efficient, high-quality support at the point of need.
- Confusion will follow: With more organisations getting involved in an uncoordinated way, the end user will undoubtedly get more and more confused.
- Ethical responsibility: Most of these businesses have saved billions while driving the digital revolution. Surely, ensuring universal access to these advancements is not just ethical – it’s good business.
Examples of brilliance do exist, but they are patchy at best and often constrained by a postcode lottery. We need a collective effort supported by cross-sector collaboration and government coordination.
A Vision for Inclusive and Comprehensive Support
Imagine a service where individuals can access multi-channel support seamlessly, no matter their age, ability, or location.
- At the point of need: Assistance should be available directly, whether you’re using an online service, purchasing a train ticket, or visiting a local branch.
- Accessible from anywhere: For those unable to travel, options such as free or subsidised hardware and mobile connectivity must be delivered directly to their homes.
- Simple and universal: A single telephone number or online platform should connect users to tailored, human-assisted support that meets their specific needs, interests, and abilities.
Digital champion programs like Digital Unite, which train individuals to support others in their communities, could form a crucial part of this network, creating a ripple effect of inclusion across society.
Building the Case for Change
To fund this strategy, we need a universal business case that proves beyond doubt the social and economic benefits of digital inclusion. Initiatives like the Good Things Foundation, The Lloyds Consumer Digital Index and Digital Poverty Alliance’s reports and the APPG’s work on data inclusion, provide a foundation. However, we now require a stronger, unified case developed in partnership with policymakers and the Treasury which itemises the cost of ongoing support strategically.
Crucially, this must tie into existing policy and infrastructure changes – such as the FCA Consumer Duty Regulation, NHS advancements, and BBC broadcasting reforms – which have the potential to catalyse behavioural change. It’s time to provide the resources for millions to “cross the bridge” into digital inclusion and sustain them there long-term.
Collective Action for a Connected Future
The need for a unified, cross-sector investment and program approach has never been clearer. This cannot be a mere CSR checkbox exercise but rather a deeply integrated effort that delivers sustainable, accessible, and inclusive solutions at scale. Technology must become the enabler of change, not the divide.
No matter which political party takes the reins next, we must urge public servants to deliver the promised digital strategy with an HMT-backed investment case to fund the ecosystem required. Together, we can design a system based on how people live, ensuring no one gets left behind.
Thank you for taking the time to consider these reflections. With collective commitment, we can build a world where digital inclusion isn’t just a lofty ideal but an everyday reality for everyone. I have drawn a picture to illustrate my thinking. I know it’s idealistic and would take time. But if we don’t aim for the stars we will never land on the moon. Hope it’s helpful, would love to hear if anyone would like to see any changes in it too…
#Digitalinclusion #InclusiveDesign #TogetherWeCan #EveryoneIn
