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Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices
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Beyond Compliance to Innovation: The business case for accessibilty - MaRS Best Practices

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Come 2012, Ontario will enforce its new Customer Service Standards for people with disabilities. Legal obligations aside, companies that view accessibility as an obstacle rather than an opportunity …

Come 2012, Ontario will enforce its new Customer Service Standards for people with disabilities. Legal obligations aside, companies that view accessibility as an obstacle rather than an opportunity miss tapping into a market segment that wields $25 billion. Hear from consultants and product developers on how you can turn accessibility into profitability.

Alexander Levy
Edie Forsyth
Jutta Treviranus

http://www.marsdd.com/events/details.html?uuid=39abcd71-153e-4217-9bdb-ec0e8825aadd

Published in: Business, Technology
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  • 1. The Bright Economic Future of Inclusive DesignJutta TreviranusInclusive Design Research CentreOCAD University
  • 2. The Inclusive Design Research Centre•  inclusive design of emerging information and communication systems and practices•  established in 1993 as the Adaptive Technology Resource Centre at the University of Toronto, moved to OCAD in August 2010•  currently largest centre of it’s kind in the world•  over 96 research partner organizations globally•  from 15 to 23 multi-sector, multi-partner projects at any one time•  a wealth of resources and tools to support inclusive design•  open source and open access - free to commercialize•  URL: idrc.ocad.ca
  • 3. Inclusive Design•  Design that is inclusive of the full range of human diversity with respect to ability, language, culture, gender, age and other forms of human difference•  Designing for Diversity•  Addressing the beginning of the ICT “food chain” to support integrated accessibility from the start
  • 4. The Inclusive Design Institute•  Regional research hub•  Eight postsecondary institutions as partners: •  University of Toronto •  UOIT •  Ryerson •  Seneca •  Sheridan •  George Brown •  York•  Funded by ORF-RI and CFI
  • 5. Global Demand •  Growing market for inclusively designed products and services•  Rising demand for personnel with skills and knowledge in inclusive design
  • 6. Legislative Trend•  In addition to AODA•  United Nations Convention on the Rights of Persons with Disabilities•  US Rehab 508 Refresh•  US 21st Century Communication and Video Accessibility Act•  Every trading partner...
  • 7. Digital Exclusion•  access to online systems no longer an option•  estimated social and economic cost of digital exclusion•  required for government, commerce, education, employment, recreation, social engagement, civic engagement....•  focus of public policy globally
  • 8. The Aging of theWestern World•  increasing the demand
  • 9. 9.5% of thepopulationbetween the agesof 18 and 24years has somelevel of disability. © 2001 Trace R&D Center, University of Wisconsin
  • 10. 10% of thepopulationbetween the agesof 24 and 34years has somelevel of disability. © 2001 Trace R&D Center, University of Wisconsin
  • 11. 14% of thepopulationbetween the agesof 35 and 44years has somelevel of disability. © 2001 Trace R&D Center, University of Wisconsin
  • 12. 21.2% of thepopulationbetween the agesof 45 and 54years has somelevel of disability. © 2001 Trace R&D Center, University of Wisconsin
  • 13. 34% of thepopulationbetween the agesof 55 and 64years has somelevel of disability. © 2001 Trace R&D Center, University of Wisconsin
  • 14. 42.3% of thepopulationbetween the agesof 65 and 74years has somelevel of disability. © 2001 Trace R&D Center, University of Wisconsin
  • 15. 64% of thepopulation ages75 and above hassome level ofdisability. © 2001 Trace R&D Center, University of Wisconsin
  • 16. Begin group aging animation (slides 9-15) –allow 1-2 seconds on each slide for effect. © 2001 Trace R&D Center, University of Wisconsin
  • 17. © 2001 Trace R&D Center, University of Wisconsin
  • 18. © 2001 Trace R&D Center, University of Wisconsin
  • 19. © 2001 Trace R&D Center, University of Wisconsin
  • 20. © 2001 Trace R&D Center, University of Wisconsin
  • 21. © 2001 Trace R&D Center, University of Wisconsin
  • 22. © 2001 Trace R&D Center, University of Wisconsin
  • 23. Aging and theLabour Gap•  Impact of labour gap greater than the numbers•  Corporations hoping to address accessibility
  • 24. “We do better when we are equal”•  “The Spirit Level : Why More Equal Societies Almost Always Do Better” by Richard Wilkinson and Kate Picket•  Equality and inclusion benefits the whole society•  Inequality causes shorter, unhealthier and unhappier lives•  Increases the rate of violence, obesity, imprisonment and addiction•  Adversely affects mental and physical health
  • 25. Inclusive Design andInnovation•  True innovation occurs at the margins...•  We are pushed further by: •  disruptive notions •  perspectives that do not fit in •  unpredictable inspirations that burst our neat categories•  true innovation is experienced by the majority as uncomfortable, foreign and strange
  • 26. Diversity and Innovation•  “diversity trumps ability” Scott Page•  more effective problem solving•  better decision making and planning•  more accurate prediction•  greater innovation
  • 27. Not the CurrentBusiness Models•  Standard information and communication technology (ICT) developers design for the typical or average user•  Assistive technology (AT) is intended to bridge the gap to reach anyone that requires alternative access systems•  the Assistive Technology bridge is inadequate and crumbling •  AT has an impossible technical and business task •  updates, upgrades, proprietary systems, quickly changing technology •  small enterprises with small customer base •  only addressing some disabilities •  only reaching a few countries
  • 28. One-size-fits-one Inclusive Design•  the Global Public Inclusive Infrastructure•  http://gpii.org• the GPII is not a single entity, a single technology, a single set of tools or a single architecture but the orchestration and linking of a large diversity of tools, infrastructures, applications, contributors, organizations and participants globally - like the Web
  • 29. The Education Crisis•  addressing the needs of the “doubly marginalized”•  recognizing that learners learn differently and we need a diversity of learners
  • 30. Literacy Levels•  addressing both literacy and eliteracy•  providing scaffolds for literacy development•  assisting second language learners
  • 31. Prosperity and theGlobal Economy...•  move from “push” market with high cost of start up, to “pull” market with very low entry costs•  shift to diversification of market and away from direct competition•  more resilient business environment•  encourages participation of small enterprises, new entrepreneurs and Indie developers
  • 32. Pooling Resources•  a diversity of resources for a diversity of needs•  a common platform•  incremental innovation•  a critical mass needed to reach the margins
  • 33. The Direct Demand-Supply Pipeline•  expression of diverse individual needs•  connection to a diversity of producers and suppliers•  global•  reduces need for marketing infrastructure
  • 34. The Innovation Gap•  The demand for diverse products and services prompts innovation•  Support for diverse teams which in turn are more creative and innovative•  New, innovative ideas can “break” into the market
  • 35. YouthUnemployment•  Young entrepreneurs and SMEs have a chance to enter the market•  No need for large infrastructure or capital investment•  Support for new ideas and approaches
  • 36. Even "Waste Reduction•  “How to Reach Me” program•  Demand-supply match
  • 37. Support for AODAcompliance...•  AODA as economic driver•  just-in-time not just-in-case accessibility•  impetus to innovate with technology•  cloud-based service that meets needs of all users
  • 38. Questions,Suggestions ??
  • 39. Accessible Customer ServiceAccessibility is good for business Are you ready? ood for business?
  • 40. Agenda   Disability Stats   Disability Types   Five Standards 1.  Customer Service Standard 2.  Information & Communication Standard 3.  Employment Standard 4.  Transportation 5.  Built Environment   Next Steps
  • 41. People with Disabilities   Approximately 1.8 million Ontarians (15.5%)   Increasing as population gets older: 65 and older – 47%   Baby boomers 1946 – 1964   In 2026 approximately 16% of people in Canada will have a disability   Spending power of $21 to $25 billion a year in Canada
  • 42. General Types of Disabilities   Physical   Hearing   Vision   Deaf-Blind   Speech   Mental Health   Learning
  • 43. Other Disabilities   Intellectual   Sensory: Taste, Smell, Touch   Other conditions: cancer, diabetes, asthma, allergies ….…   Temporary disabilities
  • 44. Legislated Background Accessibility for Ontarians with Disabilities Act, 2005 (AODA) Purpose: To achieve a fully accessible Ontario by 2025 Develop accessibility standards Enforce the standards - Fines: $100,000 per day $ 50,000 per Director The AODA will apply to broader public, private sectors and non profits. - Municipalities & Government Ministries - Hospitals - Schools, Colleges & Universities -  Public Transit -  Non profit organizations - Stores, Restaurants, Dental Offices…… everyone
  • 45. AODA Standards Five Standards 1. Customer Service - Accessible Customer Service 2. Information and Communication - Provide information & Communicate 3. Employment – Recruit, Retain and Accommodate 4. Transportation – Accessible Transit 5. Built Environment - Physical and Architectural
  • 46. Customer Service Standard Compliance January 1, 2010 – designated public sector January 1, 2012 – private sector/NFP’s   How we interact with people with various disabilities and provide service.   Requires:   accessible customer service policy, procedures and practices   staff training   a feedback method   alternate communication methods, service animals, support persons and assistive devices   notice of service disruption
  • 47. Customer Service Standard Ask if you can help
  • 48. Customer Service Standard It doesn’t have to cost a lot.   Signage, price tags, brochures/flyers (clear print guidelines)   Alternative formats – large print, electronic, audio, read aloud, write down instructions, draw diagram   Exterior and interior routes   Way finding   Rest area – chair   Portable ramps   Provide assistance   Inaccessible access building - home visits or on-line shopping
  • 49. 5 things you can do NOW! 1.  Review the Accessible Customer Service Standard – Compliance (polices & procedures and training) – Capitalize 2.  Educate and expand expertise on accessibility – all 5 standards 3.  Determine the level of accessibility in your facilities and plan to build “no new barriers” 4.  Evaluate your website as an accessible service delivery method 5.  Keep accessibility “top of mind” for your staff and volunteers - newsletters, tips…
  • 50. Accessibility Experts Ltd. Training:   Accessible Customer Service Training - One Hour - Three Hour - E-Learning - Train the Trainer   Accessible Web Design   Accessible Audits Consulting Services Website www.accessibilityexperts.ca
  • 51. The smart yetsimplecommunication aid
  • 52. Design advice from the teambehind
  • 53. Video: “Meet MyVoice”
  • 54. Customize in seconds.
  • 55. Location-awareness finds phrases fast.
  • 56. Speak withpersonality.
  • 57. Add dozens of free vocabbooks.
  • 58. Rest easywithautomaticbackup.
  • 59. What design ideaswent intoMyVoice?
  • 60. Assistive 1) Assistive technology doesn’t have to be ugly technology doesn’t have to be UGLY
  • 61. 1) Assistive technologydoesn’t have to be ugly
  • 62. 2) Get personal with Get personal your users with your users
  • 63. 2) Get personal with your users
  • 64. 3) There’s no There’s domainsubstitute for no substitute expertise for domain expertise
  • 65. 3) There’s nosubstitute for domain expertise
  • 66. 4) Our key idea: =Anticipatoryanticipatory makes Accessible accessible
  • 67. 4) Our key idea:anticipatory makes accessible
  • 68. Thank 4) Our key idea:anticipatory makes Youaccessible
  • 69. AAC.com

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