Digital Inclusion in Adult Social Care: Ensuring Access, Equity and Participation

Digital systems now underpin almost every aspect of adult social care, from care planning and communication to safeguarding and quality assurance. For many people, digital tools improve independence, choice and access to services. However, without a clear digital inclusion approach, technology can just as easily increase exclusion, disadvantage and risk. Commissioners and inspectors increasingly expect providers to demonstrate how they ensure equitable digital access across their services, not just the presence of systems. This sits alongside wider expectations linked to digital inclusion and accessible communication and information.

Digital inclusion in social care is not about pushing everyone online. It is about ensuring people are supported to engage with digital tools in ways that are safe, meaningful and aligned with their preferences, abilities and rights.

What digital inclusion means in adult social care

In practice, digital inclusion means ensuring people are not excluded from care, information or decision-making because of digital barriers. These barriers may relate to disability, cognitive impairment, sensory needs, language, poverty, confidence or lack of equipment.

For providers, this means thinking beyond IT systems and considering how digital access affects day-to-day care delivery, safeguarding, consent and engagement.

Commissioner expectations around digital access

Commissioners increasingly view digital inclusion as part of quality, equality and social value. They expect providers to evidence:

  • How people are supported to use digital tools safely and appropriately
  • What alternatives are available where digital access is not suitable
  • How digital exclusion risks are identified and mitigated
  • How staff are trained to support inclusive digital practice

This is particularly relevant in services using digital care records, remote monitoring or online communication with families and professionals.

Operational approaches to reducing digital exclusion

Reducing digital exclusion requires practical, service-level action rather than generic policies. Effective approaches include:

Assessing digital access and confidence as part of initial assessments and reviews, including equipment, connectivity and skills. This ensures digital needs are recognised alongside communication and support needs.

Offering choice in how information is shared, such as paper-based options, face-to-face conversations or supported digital access, rather than assuming digital-only communication.

Providing supported access where appropriate, for example staff helping someone join an online appointment, access a digital care plan or communicate with family using technology.

Risk management and safeguarding considerations

Digital inclusion must sit alongside robust safeguarding and risk management. Providers need to balance empowerment with protection, particularly where people may be vulnerable to online abuse, financial exploitation or misinformation.

Clear boundaries, guidance and supervision help staff support safe digital use without being overly restrictive. Risk assessments should consider online risks in the same way as physical or community-based risks.

Governance and oversight

From a governance perspective, digital inclusion should be visible within policies, training and quality assurance. Senior leaders should be able to demonstrate oversight of how digital access is monitored, reviewed and improved over time.

This includes reviewing incidents linked to digital use, responding to feedback from people and families, and ensuring learning informs practice.

Evidencing digital inclusion to CQC

During inspection, providers may be asked how digital systems support people rather than create barriers. Evidence may include examples of reasonable adjustments, supported access arrangements, staff training records and feedback from people using services.

Digital inclusion is increasingly viewed as part of being responsive, caring and well-led, rather than a standalone technical issue.


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Written by Impact Guru, editorial oversight by Mike Harrison, Founder of Impact Guru Ltd β€” bringing extensive experience in health and social care tenders, commissioning and strategy.

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