Business Disability Forum & BDI Technology Taskforce Andrew - - PowerPoint PPT Presentation

NBDC Marketing Anthropology Project

Business Disability Forum & BDI Technology Taskforce

Andrew Witney Susan Scott-Parker, CEO Business Disability International

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Susan Scott-Parker

Business Disability International

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Andrew Witney

Barclays, Head of Technology for US regulatory restructuring

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BDF Technology Taskforce

Background

• The Business Disability Forum (BDF) a not for profit , includes the

influential Technology Taskforce - a partner initiative bringing together some of the world’s largest procurers & suppliers of ICT (Amex, Fujitsu, BBC, KPMG etc.) and aims to address technological barriers faced by disabled or older people either as clients or employees. Make-up

• Quarterly meeting in UK. Ambition to create international chapters
• Forum to share experiences, ideas and issues. Networking & education
• Practical toolkits that make best practice easier to measure and deliver
• Further info - http://technologytaskforce.org/

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Technology Taskforce Members

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Accessible Technology Charter

• Any organisation can sign up to the charter, making public commitment
• http://technologytaskforce.org/accessible-technology-charter/

# Theme Charter Point 1 Execu-ve level ICT Champion We will appoint an execu-ve level ICT Access Champion who will report to the board, raise awareness of the benefits of this agenda and ensure that we achieve con-nuous improvement in this area. 2 How technology can liberate We will ensure that employees understand how technology can liberate the contribu-on of everyone, including disabled people, as colleagues and as customers. 3 Consulta-on We will rou-nely consult with disabled employees, customers and experts to ensure that we understand the impact of our technology on talent management, employee produc-vity and our diverse customer base. 4 Personalisa-on of technology We will allow reasonable personalisa-on of technology by our employees and customers in order to meet their

• wn accessibility requirements.

5 Reasonable adjustments We will embed and promote a reasonable adjustments process that provides speedy and usable ICT solu-ons for disabled colleagues and customers. 6 Disability know how We will give our relevant ICT people the ‘disability know how’ needed to deliver effec-ve business processes and reasonable adjustments for disabled customers and colleagues. 7 Accessibility maturity model We will establish our performance baseline using the BDF’s Accessibility Maturity Model. We will work to prac-cal, easy to communicate accessibility requirements based on exis-ng formal standards and will consistency go beyond minimum compliance to bring greater benefits to our business. 8 ICT development lifecycle We will promote a development lifecycle for our ICT solu-ons that is based on inclusive design from defini-on to delivery, to minimise the cost and reputa-onal risk triggered by retrofiWng. 9 Procurement and supply partners We will require, help and encourage ICT supply partners to develop and deliver accessible products and

• services. We will formally consider accessibility in our procurement decisions. We will purchase solu-ons which

are as accessible as possible. 10 Con-nuous improvement We will con-nuously improve our accessibility. We will document what works and share our learning with the Technology Taskforce.

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Accessibility Maturity Model

• Open-source self assessment tool to help organisations assess and prioritise accessibility

progress and performance

• http://technologytaskforce.org/accessible-technology-charter/accessibility-maturity-model/

Criteria Level 1 Informal Level 2 Defined Level 3 Repeatable Level 4 Managed Level 5 OpBmised Business drivers No senior buy-in Strategy in place Top down commitment / involvement Ac-ve strategy management Pioneers and leaders Standards & guidance Minimal or unclear Basic standards documented/ used ad- hoc Standards in regular use/ ac-vely promoted High standards/ con-nuous improvement Influencer/ early adopter of new standards Governance & risk management process Not defined Process defined/ minimal actual governance Ac-ve governance Con-nuous review/ strategic view Suppliers influences Resources & cost impact Not allocated or controlled Some budget/ clear responsibili-es Investment strategy/ support services in place Effec-ve budget/ benefit management Specific funding for innova-on Delivery( design, build, test & implement) Minimal inclusion in development lifecycle Lifecycle stages requirements documenta-on/ applied ad-hoc Fully integrated including usability/ accessibility tes-ng by staff and customers Proven standards compliance/ metrics collected Innova-on and design excellence Procurement & supplier contracts Minimal inclusion in procurement processes Processes documented and used ad-hoc Regular use of non- compliance management Proac-ve and suppor-ve Supplier partnerships Legacy systems Low accessibility Limited legacy accessibility/ strategy in place Priority legacy systems made accessible Systems mostly accessible All legacy systems accessible Reasonable adjustments Minimal/ reac-ve Basic process used ad- hoc Integrated process promoted and used Ac-ve management with service levels Innova-on/ sharing of best prac-ce

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BDF Technology Taskforce 2015 Priorities

1) Influencing Tech research agencies and vendors Collective lobbying of poorly performing IT vendors Grow awareness & support from research agencies (e.g. Gartner, Forester). 2) CIO attraction, engagement and involvement Growing awareness within organisations and IT board level Grow CIO membership & engagement, in doing so gain influence & credibility Establishing a global leadership network for charter signatories: the Signature Council (led by Global CIO of GSK). 3) Improving accessibility resources and tools To enable and encourage improvement through sharing best practice To improve on lack of tools, resources and commitment

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Some real world Barclays examples

For IT, Accessibility and Marketing professionals

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Almost 20 million customers are likely to be disabled or close to someone who is Over 3 million could be dissatisfied with how adjustments are approached Over 10 million have a mental health condition Almost 2 million have visual impairment 900,000 have memory problems Almost 5 million banking customers over the age of 65 may have a disability Over 10 million have a hearing impairment 6 million may have dyslexia

16% of disabled adults have at least one impairment 57% of disabled people are dissatisfied with the way banks meet their access needs 17% of the population have a mental health condition 10% of the population has dyslexia 15% of disabled adults have memory problems One in three people are disabled or close to someone who is 17% of the population have some type of hearing impairment 57% of disabled adults have a mobility impairment

43% of disabled people are over the age of 65 (over 5 million people). 97% of this age group have a bank account.

3% of disabled adults have a visual impairment

UK population accessing banking services: 60 million

960,000 may have more than

• ne impairment

Over 3 million have a mobility impairment

16% of adults of working age in the UK have a disability

Over 5 million adults over state pension age have a disability

43% of adults over state pension age have a disability

Over 6 million adults of working age have a disability

UK Banking Profile

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Technology – Digital inclusion

Digital Eagles, Tea & teach, Life Skills and Code Playground

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Accessibility – Equipping business with accessibility know how

Diverse user personas

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Marketing – understanding & addressing customer needs

Beacons App Virtual sign language in branch

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Questions?