No One Left Offline: Rethinking Equitable Digital Transformation

Technology has the power to make government more transparent, efficient, and responsive- but only if everyone can use it. From digital forms that confuse new users to websites that fail on mobile devices, accessibility gaps can quietly lock out the very people public agencies aim to serve. Designing technology for inclusive access means more than checking boxes on accessibility standards- it means understanding real people, their constraints, and their contexts. Whether a senior using a smartphone for the first time or a caseworker navigating complex internal software, thoughtful design ensures that innovation doesn’t just happen to the public, but with them.

One of the most important lessons in applying technology in public service is the intentional design of systems that accommodate a wide range of users. This includes residents with limited digital literacy, individuals who rely on assistive technologies, and people who speak languages other than English. Without thoughtful design, digital solutions can inadvertently exclude the very populations they aim to serve. For instance, overly complex portals or mobile-unfriendly websites often discourage participation among seniors or low-income residents who primarily access the internet through smartphones. A study by the Pew Research Center found that 27% of adults in households earning less than $30,000 per year are "smartphone-only" internet users, making mobile optimization a critical equity consideration¹.

Applying accessibility standards such as the Web Content Accessibility Guidelines (WCAG) is a baseline requirement, but it is equally important to conduct usability testing with real users from the community before launching a tool. Public agencies should invest in human-centered design processes that involve community members early and often. This approach not only surfaces potential design barriers but also builds trust and promotes adoption. The City of San Francisco's Digital Services team, for example, regularly conducts user testing with residents to ensure that services such as permit applications and benefit enrollment are intuitive and accessible². Embedding these practices into project lifecycles leads to systems that are both functional and fair.

Supporting Frontline Staff in Technology Adoption

While the public focus is often on resident-facing technology, the experience of frontline staff is equally important. Employees are the primary users of internal systems that manage applications, process permits, and respond to constituent requests. If these systems are not intuitive, reliable, and well-supported, service quality suffers. Poorly implemented tools can lead to workarounds, duplication of effort, or delays in service delivery. A report from the Center for Government Excellence at Johns Hopkins University highlights that successful digital transformation requires robust change management strategies and ongoing training for staff at all levels³.

Municipal leaders should prioritize staff engagement during the procurement and implementation phases of new systems. This includes involving end users in vendor demonstrations, establishing feedback loops during pilot periods, and offering tiered training programs tailored to different roles. Equally important is maintaining a responsive helpdesk or internal support function that can address technical issues quickly. When staff feel confident in using technology, they are more likely to embrace it, and the benefits of modernization become more consistent and sustainable. Agencies that neglect this internal component often see promising tools underused or misapplied, ultimately undermining service goals.

Focusing on Continuity Through Ongoing Maintenance

Too often, technology projects in government are treated as one-time launches rather than ongoing commitments. This mindset can lead to systems that gradually degrade in quality, security, or relevance over time. Maintaining digital tools requires dedicated funding, clear ownership, and continual assessment. The Government Finance Officers Association (GFOA) recommends that agencies establish long-term technology replacement plans and allocate resources specifically for software updates and user support⁴. Without such planning, even well-designed systems can become outdated or vulnerable to cyber threats.

Agencies should also regularly revisit the relevance of digital tools in light of policy changes, user feedback, and shifts in community needs. A form that worked well five years ago may now be misaligned with new regulations or public expectations. Establishing regular review cycles, including performance metrics and user satisfaction surveys, allows teams to make incremental improvements rather than waiting for a crisis to prompt a full rebuild. This approach aligns with agile principles and avoids the pitfalls of large-scale, episodic overhauls that are both risky and expensive.

Building Cross-Departmental Collaboration

Effective technology use in government cannot occur in isolation. Many of the most impactful digital tools cut across departmental boundaries, requiring collaboration between IT, operations, policy, and communications teams. For example, developing an online permitting system might involve planning, code enforcement, zoning, finance, and legal staff. Without coordination, the result is often a fragmented tool that reflects internal silos rather than a coherent user experience. The National League of Cities has emphasized the importance of cross-departmental partnerships in fostering digital equity and improving service delivery⁵.

To foster collaboration, agencies should establish multi-disciplinary project teams with shared accountability for outcomes. These teams should meet regularly, use collaborative platforms to track progress, and involve leadership to clear roadblocks when needed. It is also helpful to adopt common data standards and integration protocols so that information can flow smoothly between systems. Doing so not only improves the user experience but also enables better data analysis and performance measurement. Collaboration is not just a management strategy - it is a technical requirement for building systems that reflect the interconnected nature of public service.

Prioritizing Equity in Digital Investments

Equity must be a central consideration in all technology decisions. This includes examining who benefits from a new tool, who might be left out, and what supports are needed to ensure inclusive participation. For instance, if a city launches an online application for housing assistance, it should also offer multilingual support, paper-based alternatives, and in-person help for those without reliable internet access. The Digital Equity Act, enacted in 2021, provides funding and guidance for states and local governments to expand broadband access and promote digital inclusion, reflecting a national recognition of the issue⁶.

Local governments should develop digital equity plans that map out disparities in access, set measurable goals, and engage community partners in implementation. These plans should be integrated into broader strategic initiatives rather than treated as standalone efforts. Equity-focused investments may include expanding public Wi-Fi, distributing devices, offering digital skills training, or partnering with trusted community-based organizations to reach underrepresented populations. When equity is fully embedded in the technology strategy, digital tools become instruments of inclusion rather than sources of division.

Conclusion: Making Innovation Work for Everyone

Technology in public service holds the potential to streamline operations, improve transparency, and enhance the quality of life for residents. But realizing that potential requires an approach grounded in inclusion, usability, and long-term commitment. From design and training to maintenance and equity, each phase of a technology initiative must be intentional and responsive to the realities of both staff and community members. Innovation is not just about adopting new tools - it is about making those tools work for everyone.

Municipal practitioners and students of public administration should view technology not as a goal unto itself, but as a means of achieving more responsive, equitable, and efficient government. By focusing on thoughtful implementation and continuous improvement, public agencies can ensure that digital transformation delivers shared value and meaningful impact.

Bibliography

1. Pew Research Center. “Mobile Technology and Home Broadband 2021.” June 3, 2021. https://www.pewresearch.org/internet/2021/06/03/mobile-technology-and-home-broadband-2021/.

2. City and County of San Francisco. “Digital Services.” Accessed April 10, 2024. https://digitalservices.sfgov.org/.

3. Center for Government Excellence at Johns Hopkins University. “Digital Service Transformation Playbook.” 2021. https://govex.jhu.edu/toolkit/digital-service-transformation-playbook/.

4. Government Finance Officers Association. “Best Practices: Technology Planning and Budgeting.” 2022. https://www.gfoa.org/materials/technology-planning-and-budgeting.

5. National League of Cities. “Advancing Digital Equity for All.” 2022. https://www.nlc.org/resource/advancing-digital-equity-for-all/.

6. National Telecommunications and Information Administration. “Digital Equity Act Programs.” 2023. https://www.ntia.gov/page/digital-equity-programs.