Planning and implementing changes begins with understanding and analyzing the current process. Setting specific, measurable goals provides clear direction for the new process. This helps the design team focus on the important accessibility gaps identified during the analysis. The goals should directly align with the objectives.
Team activity:
- Review the objective in relation to the current process steps and the identified gaps where accessibility procedures are needed.
- Specify measurable goals for adding accessibility procedures to the existing process.
Example: Add responsibility for obtaining the ACR to the purchase requester before the purchase request is sent to the IT purchase reviewer.
- Expected outcomes or benefits. By defining the expected outcomes or benefits of achieving the set goals, the team can better communicate the value of the process improvement project to stakeholders.
Expected Outcome Example: Every ICT purchase has an ACR stored in central storage or has approval that the ACR requirement has been waived, which will prepare for implementing a broader pre-purchase process. The pre-purchase process will facilitate an accessibility review of the product, ensuring an equitable experience for users and compliance with disability law.
Designing the future state is a critical step in process design because it provides a detailed plan for achieving the desired improvements, addressing gaps in accessibility, and ensuring that the process aligns with the objectives and stakeholder needs. The future state design ensures that all the goals are addressed by mapping out where current steps need modification or new steps are required to incorporate accessibility procedures.
Engage the team by using a visual aid to:
- List each step in the existing process and refer to the accessibility procedure gaps identified in the Goals for Improvement.
- Identify where the current steps need to be modified or new steps created to include the accessibility procedures.
- Identify changes to inputs, outputs, or decision points.
Examples:
- Change to input: The purchase request includes the vendor's ICT product information, including the ACR.
- Change to output: The vendor replies with the information, including the ACR.
- Change to a decision point: What is the next step if the vendor does not provide the ACR?
- Introduce new tools, technologies, or automation if required.
- Carefully review whether new technologies are needed. New technology is only effective when employees know how to use it.
Clearly defined roles and responsibilities ensure everyone knows what is expected of them. It also establishes accountability, as each team member knows they are responsible for specific activities.
As you design the new process, new roles with accessibility responsibilities will emerge. Determine whether they can be added to existing positions or if a new position is required. Assigning new roles and responsibilities to existing employees leverages existing expertise and can minimize the need for additional hires. However, if specialized accessibility knowledge is required (e.g., ICT Accessibility Reviewer), a new position may need to be created.
When new accessibility roles are assigned to an existing position, the responsibilities should be added to their class specification.
Example: When developing a process to obtain ACRs, the purchase requester will assume a new role as an ACR Requester. This role may include responsibilities like contacting the vendor to request the ACR and following up if the ACR is not received.
Proper resource allocation is central to successfully implementing the new accessibility process. Without the necessary resources, even the most well-designed processes can fail to be implemented effectively. This includes ensuring enough personnel with the right skills, tools, technology, and training to perform their roles efficiently.
Carefully consider what resources are necessary to support the new process.
Evaluate personnel requirements and decide whether the new roles and responsibilities can be assigned to existing positions or new ones created.
Example: When developing a process to obtain the ACR, the new ACR Requester role can be assigned to the existing purchase requester role.
Identify Technology: Tools or systems required to support the process.
Identifying and procuring the necessary technology and tools is crucial for supporting the new process. Technology can automate tasks, improve communication, ensure accuracy, and store necessary documentation such as Accessibility Compliance Reports (ACRs). The right technology can make processes more efficient and reduce the likelihood of errors, but it requires upfront investment and ongoing support.
Example: When developing a process to retain ACRs, evaluate available storage applications. If no suitable storage application is available, one must be purchased.
Budget for new process resources.
A carefully designed new accessibility process will help you justify the funding needed to implement it.