Roadmaps

for Enhancing Employment

of Persons with Disabilities 

through Accessible 

Technology

Developed by Participants at the Business Dialogue on Accessible Technology 

and Disability Employment. Prepared by Assistive Technology Industry Association 

(ATIA) and US Business Leadership Network (USBLN). 

This paper was funded through a sub-award from CESSI, Inc. which has received 

funding from the Office of Disability Employment Policy, U.S. Department 

of Labor. The opinions contained in this paper are those of the authors and do not 

necessarily reflect those of CESSI or the Department of Labor.

Table of 

Contents

EXECUTIVE SUMMARY ......................................................................................... 2

overview and purpose .................................................................................... 6

successful business strategies....................................................................... 8

identification of business needs.................................................................... 14

roadmap for the business community........................................................... 16

roadmap for the federal government......................................................... 20

appendix 1.......................................................................................................24
Executive 

Summary
Introduction and Overview

On September 24, 2007, a Business Dialogue on 

Accessible Technology and Disability Employment 

was held in Orlando, Florida. The Business Dialogue 

was sponsored by the Assistive Technology Industry 

Association (ATIA) and the US Business Leadership 

Network (USBLN) with the participation of the Office 

of Disability Employment Policy, U.S. Department of 

Labor and the Office of Special Education and Rehabilitative Services, U.S. Department of Education. The 

purpose of the Business Dialogue was to provide cutting-edge business leaders and decision-makers with 

the opportunity to develop consensus Roadmaps to 

enhance the hiring, retention, and advancement of 

persons with disabilities and others through accessible technology.

Participants at the Business Dialogue included 

business leaders across a wide range of companies 

in size—from Fortune 500 to small family-owned 

businesses. Industry sectors represented included 

assistive technology, banking, computer services, 

consulting services, financial services, hospitality and 

entertainment, insurance, medical, pharmaceutical, 

retail, technology, and venture capital. Also in attendance were representatives from key government 

agencies, including the Department of Labor, the 

Department of Education and the General Services 

Administration and support staff from ATIA and USBLN.

The Roadmaps affirm current successful business 

policies and practices and identify new strategic 

policies and practices. The Roadmap for the business 

community identifies the actionable steps that can 

be taken by the business community to facilitate the 

adoption of these policies and practices by masses of 

businesses. The Roadmap for the federal government 

identifies actionable steps that can be taken by the 

federal government to facilitate implementation of 

successful policies and practices by masses of businesses. The Roadmaps’ official launch date is January 

31, 2008 at the ATIA Leadership Forum on Accessibility 

in Orlando, Florida. 

Successful Business Strategies

Business leaders at the Business Dialogue identified 

four successful business strategies that enhance the 

employment of persons with disabilities through accessible technology:

Securing leadership by CEOs and other high 

level corporate executives and by a network of 

other internal “champions” promoting disability 

employment through accessible technologies.

Making the business case including return on 

investment and benefits to the company, solving 

labor shortages or employee turnover problems, 

and improving productivity and/or reducing costs.

Refining and advancing corporate policies, 

practices, and programs to include people with 

disabilities in the corporate vision and mission 

statements as well as the company’s diversity, 

customer service, communications, mentoring, 

recruiting, vendoring, website accessibility and 

telecommuting programs, as appropriate.

Implementing corporate infrastructures and 

organizational strategies that enable the 

company to realize and sustain the vision and the 

promises reflected in the policies, practices, and 

programs described above; establishing an employees with disabilities affinity group; creating 

crossfunctional teams to address intra-corporate 

communication and decisionmaking; establishing centralized accommodations strategies; and 

establishing accountability mechanisms for ensuring implementation of accessibility initiatives.

EXECUTIVE SUMMARY


Roadmap for the Business Community 

The ten identified actionable steps that could be 

taken by the business community to facilitate the 

adoption of these policies, practices, and infrastructures by masses of businesses were:

Support forums and other opportunities 

to spread the word through generic business 

organizations and associations.

Support business organizations and associations whose mission includes enhancing 

employment of persons with disabilities e.g., 

develop a communications, messaging, and 

marketing plan; offer business-to-business 

technical assistance; and establish a process 

for certifying companies that adopt policies 

consistent with the principle of universal design.

Support the establishment of a network 

of disability and/or accessibility managers 

working for businesses.

Support the establishment of a network 

of professionals with disabilities.

Promote new careers in business such as 

accessibility manager, as well as technical 

leadership positions.

Promote procurement policies such as Section 

508 of the Rehabilitation Act that require the 

purchase of accessible information and communication technology by federal agencies.

Promote organizations that establish 

accessibility standards.

Support disability study programs that

empower persons with disabilities to become 

financially literate and become a true 

market force.

Adopt pledges and pacts by and among businesses to purchase only accessible information 

and communication technology.

Encourage business foundations to support 

business initiatives designed to enhance employment of persons with disabilities through 

accessible technology.

Roadmap for the Federal Government

Business leaders then identified actionable steps that 

could be taken by the federal government to facilitate 

implementation of successful practices by masses of 

businesses. Key steps include:

Convene a leadership summit on enhancing 

profits and worker productivity through 

accessible technology (attendees to include 

high-level government appointees and CEOs).

Support business organizations and associations, including generic and disability-focused 

business organizations, that are willing to 

pursue the types of initiatives described above.

Support peer (business-to-business) technical assistance such as the establishment of 

a single portal for obtaining information and 

technical assistance on a confidential basis.

Expand the role of higher education e.g., 

support efforts to include universal design 

into curriculum used by students studying 

engineering, web design, business, marketing, 

and architecture.

Support initiatives for entrepreneurs, 

especially entrepreneurs with disabilities.

Research and modify employer incentives 

and supports, including tax incentives.

Adopt an investment tax credit policy that 

encourages investment in new markets 

for persons with disabilities and others such 

as mature adults experiencing functional 

limitations.

Expand research initiatives including research 

leading to commercially-viable innovations 

and research supporting case study and 

scenario planning.
Expand awards and recognition programs.

Enter into partnerships with foundations.

Summary and Next Steps

The Business Dialogue was intended to initiate a 

process of ongoing interaction and feedback between 

the business community, the federal government, 

and other stakeholders to enhance the employment 

of persons with disabilities through accessible 

technology. It is our hope that the Roadmaps developed by business leaders at the Business Dialogue 

will stimulate and encourage others to continue 

the dialogue and establish priorities for taking action.

EXECUTIVE SUMMARY


Overview

and Purpose

On September 24, 2007, a Business 

Dialogue on Accessible Technology 

and Disability Employment was 

held in Orlando, Florida. The Business 

Dialogue was sponsored by the Assistive 

Technology Industry Association (ATIA)1

and the US Business Leadership Network 

(USBLN)2 with the participation of the 

Office of Disability Employment Policy, 

U.S. Department of Labor and the Office 

of Special Education and Rehabilitative 

Services, U.S. Department of Education.
Participants at the Business Dialogue included 

business leaders across a wide range of companies 

in size—from Fortune 500 to small family-owned 

businesses. Industry sectors represented included 

assistive technology, banking, computer services, 

consulting services, financial services, hospitality 

and entertainment, insurance, medical, pharmaceutical, retail, technology, and venture capital. 

Also in attendance were representatives from key 

government agencies, including the Department 

of Labor, the Department of Education, and the 

General Services Administration and support staff 

from ATIA and USBLN.3

The purpose of the Business Dialogue was to provide 

cutting-edge business leaders and decision-makers 

with the opportunity to identify the needs of businesses and then develop consensus Roadmaps 

to enhance the hiring, retention, and advancement 

of persons with disabilities and others through 

accessible technology.4 The Roadmaps affirm current 

successful business policies and practices and identify 

new strategic policies and practices. The Roadmap 

for the business community identifies the actionable 

steps that can be taken by the business community 

to facilitate the adoption of these policies and practices by masses of businesses. The Roadmap for 

the federal government identifies actionable steps 

that can be taken by the federal government to 

facilitate implementation of successful policies and 

practices by masses of businesses. 

The Roadmaps’ official launch date is January 31, 

2008 at the ATIA Leadership Forum on Accessibility 

in Orlando, Florida.

In sum, the Business Dialogue was intended to 

initiate a process of ongoing interaction and feedback 

between the business community, the federal 

government, and other stakeholders rather than 

a culminating event. It is our hope that the Roadmaps developed by business leaders at the Business 

Dialogue will stimulate and encourage others to 

continue the dialogue and establish priorities for 

taking action to enhance the employment of persons 

with disabilities through accessible technology. 

The report is organized according to the topics that 

were discussed at the Business Dialogue:

Successful Business Strategies,

Identification of Business Needs,

Roadmap for the Business Community, and

Roadmap for the Federal Government.

OVERVIEW AND PURPOSE



Assistive technology device includes any item, piece of equipment, or product system, whether acquired commercially, 

off the shelf, modified, or customized, that is used to increase, 

maintain, or improve the functional capacities of individuals 

with disabilities.

Universal design means a concept or philosophy for designing 

and delivering products and services that are usable by people 

with the widest possible range of functional capacities, which 

include products and services that are directly accessible (without 

requiring assistive technologies) and products and services that 

are interoperable with assistive technologies.

footnotes

1 The Assistive Technology Industry Association (ATIA) serves 

as the collective voice of the Assistive Technology industry so that 

the best products and services are delivered to people with disabilities. ATIA represents the interests of its members to business, 

government, education, and the many agencies that serve people 

with disabilities. 

2 The US Business Leadership Network (USBLN) is the national 

business organization representing BLN chapters in 32 states and 

more then 5000 employers using a “business to business” strategy 

to promote the business imperative of including people with 

disabilities in the workforce. BLN chapters are led by employers 

who have discovered the value that individuals with disabilities 

bring to their workforce and have benefited from including them 

in their business diversity strategies. 

3 For a list of participants and attendees at the Business Dialogue, 

see Appendix 1.

4 For purposes of the Business Dialogue, the term “accessible 

technology” includes assistive technology devices and technology 

that encompasses universal design features. The following 

definitions are set out in Section 3 of the Assistive Technology 

Act of 1998, as amended by the Assistive Technology Act of 2004. 

[See 29 U.S.C. 3002 (4) and (19)]
Successful

Business Strategies

Successful business strategies that 

enhance the employment of persons 

with disabilities through accessible 

technology are arranged into four topic 

areas: Securing Leadership by Creating 

a Network of Champions, Making the 

Business Case, Adopting Corporate 

Policies, Practices, and Programs, and 

Implementing Corporate Infrastructures 

and Organizational Strategies.
SUCCESSFUL BUSINESS STRATEGIES

11

I. Securing Leadership By

Creating A Network Of Champions

Leadership at the highest level of business is critical 

to secure “buy-in” and establish and sustain a corporate-wide culture (not limited to human resources) 

that increases awareness, creates expectations, 

and enhances commitment to the hiring, retention, 

and advancement of persons with disabilities 

through accessible technology. The outcome of successful leadership will be a corporate commitment 

that is pervasive and lasts much longer than the 

terms of office of one or two corporate leaders that 

currently support its commitment. 

While leadership at the highest levels of a business 

is necessary to implement and sustain the corporate-wide commitment, it is also critical to recognize 

that CEOs are policymakers—they are not the policy 

enforcers, nor are they the people who are doing the 

work i.e., people exercising day-to-day responsibility 

for lines of business where hiring and product development occur. There is a need to secure a “network 

of champions” consisting of corporate policymakers, 

policy enforcers, and people doing the work (different 

lines of business).

II. MAKING THE BUSINESS CASE

In making the business case for hiring, retaining, and 

advancing in employment persons with disabilities, 

it is important to recognize that every company is 

different and every CEO within each company is 

different—every business has a different motivator. 

Thus, there is a need to provide business leaders and 

decision makers with different approaches, opportunities, and information to determine what constitutes 

a compelling business case.

 1 FRAMING THE ISSUE.

The market must be the driving force behind initiatives adopted by businesses—people with disabilities, 

their families, friends and neighbors must demonstrate that they are a market force. In making the 

business case, the issue should be framed in terms 

of return on investment, direct and indirect benefits 

to the company and to all employees in general. Thev 

issue should not be framed only in terms of “impact 

on persons with disabilities,” impact on an individual 

employee with a disability, or in terms of “compliance” 

with federal and state laws and regulations.

2 PERSONALIZING THE ISSUE.

Business leaders respond to hard facts, but they also 

need to understand how their decisions impact 

individual employees. There is a need to personalize 

the business case i.e., share with business leaders 

the personal stories within their company describing how persons with disabilities who use accessible 

technology have benefited the company. To the 

extent feasible, the individual should tell his or her 

own story.

3 REDEFINING WHAT CONSTITUTES 

STANDARD OPERATING PROCEDURE/PRACTICE.

There is a need to explain and document that adopting corporate policies and practices based on the 

principles of universal design do not necessarily increase costs and, in many cases may actually lower 

costs. Redefining what constitutes standard operating 

procedure may entail educating company personnel 

about how to do something in a different way.

4 DEVELOPING A CONTEMPORARY

TALENT MANAGEMENT STRATEGY.

The business community recognizes that shortage 

and shrinkage of the talent pool through, for example 

retirement of baby boomers is a significant threat 

to competitiveness and business success. People with

disabilities remain an untapped labor pool.

5 RECOGNIZING CHANGING

DEMOGRAPHICS OF THE WORKFORCE.

More people will be working with a disability and/or 

functional impairment e.g., aging/mature population, increased survival rate of premature infants,

changing expectations. For many of these individuals, 

technology is the great equalizer in terms of qualifications and productivity. As the number of persons 

with disabilities and functional limitations escalates, 

employers will seek employees who more accurately 

reflect their customers, many of whom are and will 

be persons with disabilities.
6 FOCUSING ON ACCESSIBILITY

AS A DIFFERENTIATOR.

Applicants, employees, and customers are increasingly 

seeking accessible information and communication 

technology as people age, lose function, and experience disability. Integrating accessibility and universal

design standards into the infrastructure helps position a company by enhancing its reputation as an 

exemplary employer, exemplary neighbor and business 

(goodwill), and exemplary company with innovative,

accessible solutions. This also helps to expand the 

scope of talent recruitment (attract talented applicants) and build and increase the customer base. The 

global economy makes accessibility a higher priority

in terms of product design.

 7 IMPROVING PRODUCTIVITY AND

REDUCING COSTS.

Improved employee productivity and reduced costs 

will result from making workplace technologies easier 

to use and more accessible for all, including employees 

with disabilities, more mature workers experiencing 

functional limitations, non-English speaking language 

users, and technology-savvy younger workers who 

will be more engaged by having added functions.

8 MITIGATING LEGAL RISK.

The provision of accessible technology both internally

(employees) and externally (customers) will mitigate 

legal risk e.g., lawsuits and negative public relations.

9 ENHANCING RETENTION BY ADOPTING

TURNOVER PREVENTION STRATEGIES.

It costs less to accommodate and provide accessible 

technology to workers who become injured on the 

job or experience increased limitations as they age 

than to pay short and long-term disability payouts

and/or lose them and require re-training:

More expensive to lose existing employees 

(costs to replace lost employees),

Separation costs,

Search costs,

Up-front hiring costs,

New employee services,

Lost organizational knowledge,

Lost productivity,

Lost goodwill, and

Lost customer contacts.

 10 RESPONDING TO PUBLIC CONCERNS.

The company’s standing in the community can be 

enhanced when it is responsive to issues currently 

on the public’s radar screen e.g., reintegration of 

Wounded Warriors returning from Iraq.

III. REFINING AND ADVANCING

CORPORATE POLICIES, PRACTICES 

AND PROGRAMS

To enhance the employment of persons with disabilities 

through accessible technology, it is necessary to refine 

and advance corporate policies, practices, and programs 

that define the nature and scope of the commitment.

 1 VISION AND MISSION STATEMENTS.

The company’s vision and mission statements 

recognize the inclusion of people with disabilities and its commitment to the integration of 

universal design strategies into every phase 

of the business, including employment, product 

design, procurement, and every departmental 

function e.g., human resources, financial, procurement, education and training, marketing.

There is no separate technology or business 

side of the company; instead there is a unified 

approach implemented by teams of people 

who understand both the business and technology perspectives and who use that knowledge to design and implement innovative 

accessible and usable business solutions.

2 OVERARCHING PLAN.

The company develops an overarching plan both 

within the company and through external strategic 

partnerships that includes identification of champions at all levels of the business, communications 

strategies, and collaboration with strategic partners.

3 DIVERSITY PROGRAM.

The company ensures that its diversity program includes a disability component. The program is viewed 

as bridge between the workplace and the marketplace. 

The diversity program is “owned” by line managers, 

and not simply human resources. There are accountability mechanisms in place that include direct reporting 

to the CEO and Board. The diversity program includes: 
SUCCESSFUL BUSINESS STRATEGIES

13

issuance of equal opportunity and nondiscrimination 

policies and the establishment of an affirmative action program; requirements that prospective vendors 

document their employment, retention, and advancement of persons with disabilities through adoption 

and implementation of policies relating to accessible 

technology; and subcontracting with entrepreneurs 

with disabilities i.e., entities owned or operated by 

persons with disabilities.

4 CORPORATE PROCUREMENT POLICIES.

The company adopts criteria for the purchase and use 

of information and communication technology (ICT) 

by the company that is accessible to and usable by 

persons with disabilities and others and reflects universal design features i.e., redefine the corporation’s

standard operating systems.

5 RECRUITMENT POLICIES AND PRACTICES.

The company uses accessible recruitment practices, 

including accessible e-recruiting tools.

6 INTERNSHIPS, MENTORING, 

AND SHADOWING PROGRAMS.

The company provides opportunities for internships, 

mentoring, and shadowing programs to determine 

(without fear of litigation if things do not work out) 

whether there is a good match between the company 

and the individual.

 7 RETENTION­—DISABILITY MANAGEMENT

AND PREVENTION PROGRAMS.

The company adopts disability management and 

prevention programs that result in workers remaining 

part of the workforce (retain experienced workers; 

avoid re-training).

8 WEBSITE ACCESSIBILITY.

The company ensures that websites are accessible 

(internet and intranet).

9 PRODUCT DEVELOPMENT.

The company researches and develops accessible 

products/universal design (where applicable).

 10 TELECOMMUTING PROGRAMS.

The company enables individuals to work at home 

or at other remote sites away from the office, such 

as work on the road or at a telework center.

 11 MODEL FOR OTHER COMPANIES.

The company showcases it operations as a model 

for other businesses to experience first hand the 

power of technology to level the playing field and 

enhance diversity and productivity.

IV. IMPLEMENTING CORPORATE 

INFRASTRUCTURES AND

ORGANIZATIONAL STRATEGIES

To realize and sustain the vision and the promises 

reflected in the policies, practices, and programs 

described above, it is necessary to establish corporate

infrastructures and organizational strategies.

 1 DESIGNATION OF AUTHORITY—

CENTRALIZED RESPONSIBILITY AND

SOURCE OF I INFORMATION.

The company designates a person, position, and/or 

unit responsible for ensuring that consistent focus 

and resources are provided to employees and customers on disability matters, including the development,

implementation and evaluation of accessibility and 

usability (universaldesign) initiatives. Designation 

of authority includes empowering individuals with 

sufficient authority so that they are at the table with 

other key decision-makers. Designation of authority 

also includes serving as inhouse resource and expert 

and establishing a line of responsibility and accountability with goals, timetables, and budgets.

2 AFFINITY GROUP.

The company uses existing employees with disabilities 

and employees that have family members or friends 

with disabilities to help identify policies and practices 

that need to be addressed and expand and improve on 

how the company can do business with its customers 

with disabilities, from a disability perspective.

3 INFORMAL NETWORK OF EMPLOYEES 

IMPACTED BY DISABILITY.

The company creates good will and a sense of community among all employees by supporting opportunities 

for employees to openly discuss disability-related 

issues. This network enables the company to discover 

how many employees are parents of children with 

disabilities, have husbands or wives and brothers and 

sisters with disabilities.
4 TEAM APPROACH.

The company formalizes a team approach e.g., an 

accessibility team comprised of managers across 

divisions such as human resources, facilities, information and communication technology, procurement, 

education and training, financial, and marketing. 

For managers who may not have personal experience 

interacting with persons with disabilities or persons 

with particular disabilities, examples are shared 

within the company regarding how other managers 

have successfully utilized employees with disabilities 

(peer advice).

5 PROFESSIONAL DEVELOPMENT.

People don’t know what they don’t know. The company extends professional development opportunities 

to all offices, divisions, and departments. The company expands its base of knowledge and experience 

through various strategies such as training sessions,

demonstrations, and newsletters.

6 CENTRALIZED ACCOMMODATION

(INCLUDING ASSISTIVE TECHNOLOGY) STRATEGIES:

The company:

Provides for specialized expertise to assess 

and evaluate the need for accessible technology as an accommodation;

Establishes mechanism for centralized 

payment for such accommodations; and

Creates an on-line system for tracking accommodations, including assistive technology 

accommodations i.e., documents successful 

strategies in order to avoid “re-inventing 

the wheel.”

 7 STRATEGIC PARTNERSHIPS.

The company establishes strategic partnerships with 

resources in the community to gain insight, information, and expertise, including sources for blending and 

braiding of funding from existing funding sources, 

and access to pools of prospective employees. Strategic partnerships include developing relationships 

with local business associations and organizations; 

public agencies e.g., vocational rehabilitation agencies,

One-Stop Career centers, and MR / DD agencies; 

community-based organizations; publicly-supported 

institutions providing training and technical assistance; public school systems; institutions of higher 

education, particularly community colleges; and 

private vendors, including ICT vendors.

8 ACCOUNTABILITY MECHANISMS.

The company recognizes that what is measured is 

what counts. The company establishes accountability mechanisms, such as accessibility checklists, 

databases and reports, supervisory and managerial 

performance appraisals, and outcome measures and 

other definitions of success and uses them.
SUCCESSFUL BUSINESS STRATEGIES

1
Identification of

Business Needs

The previous section identified current 

successful business policies, practices, 

and organizational infrastructures

and strategies that enhance the hiring, 

retention, and advancement in employment of persons with disabilities through 

accessible technology. The purpose of 

this section is to recognize needs that 

must be addressed if masses of businesses 

are to successfully implement these 

policies, practices, infrastructures, and 

strategies. Specifically, the following 

needs of businesses must be addressed.
IDENTIFICATION OF BUSINESS NEEDS

17

	 1	 RESPOND TO THE MARKET.

The market must be the driving force behind initiatives adopted by businesses. People with disabilities 

(including youth) and others who may not identify 

as people with disabilities (mature adults experiencing functional limitations) must demonstrate that 

they are a market force and business will then appropriately respond.

	 2	 BALANCE REALITIES.

Business decisions need to balance realities—compliance with regulations and mandates (fear of 

litigation), do the right thing (social responsibility), 

and business case (profits, bottom line, and return 

on investment).

	 3	 REFLECT THE BUSINESS PERSPECTIVE.

Public and non-profit organizations often do not 

understand the needs of businesses nor do they speak 

the language of businesses, e.g., rapid response, 

market need, and business case.

	 4	 APPRECIATE THAT THE MESSENGER

IS OFTEN AS IMPORTANT AS THE MESSAGE.

Leadership should come from representatives of the 

business community.

	 5	 BRIDGE THE NETWORKING GAP.

Persons with disabilities often do not have social 

networks or social capital that help them find jobs 

and businesses often do not have networks that 

link to the disability community.

	 6	 BRIDGE THE KNOWLEDGE GAP.

Often business leaders, managers and staff don’t 

know what they don’t know. They are faced with the 

need to understand the nature and extent of legal 

obligations, ascertaining which standards are applicable, making them relevant to business, and then 

choosing costeffective solutions. There are too many 

separate federal programs and their benefits get lost.

7	 FACILITATE MODELING.

Businesses want opportunities to learn successful 

practices from other businesses and then modify their 

practices to meet the unique culture of their business.

	 8	 RECEIVE USABLE INFORMATION

FROM OFFICIAL SOURCES.

Businesses want information from official governmental sources that is clear, simple, and consistent 

i.e., facilitates yet does not impede making decisions 

regarding the hiring, retention, and advancement 

of persons with disabilities.

	 9	 RECEIVE PRACTICAL INFORMATION.

Businesses need technical expertise to make practical 

design and procurement decisions.

10	 ENSURE A SAFE ENVIRONMENT.

Businesses need to feel comfortable that when they 

make inquiries, comments, and/or try new approaches 

that adverse consequences (e.g., litigation, bad press, 

and loss of proprietary information) will not occur.

11	 Secure meaningful data.

Businesses need particular types of data relevant to 

making the business case. Companies need financial 

analysis of the impact of customers with disabilities, 

the impact of employees with disabilities, and how 

they impact the bottom line.

12	 Recognize exemplary efforts.

Businesses want to be recognized as exemplary 

neighbors, businesses, and places to work.

13	 Accommodate varying needs 

of businesses based on size and 

sophistication.

Large, medium, and small businesses have 

differing needs and therefore the solutions 

may vary e.g., many small businesses do not 

attend conferences nor can they afford hiring 

specialists on accessibility; and

Companies with limited experience using 

accessible technology to enhance employment 

opportunities have needs that differ from 

companies with more extensive experience.
Roadmap 

for the Business

Community

The previous section identified the needs 

of businesses that must be addressed if 

businesses are to successfully implement 

policies, practices, and organizational 

infrastructures and strategies that will 

enhance the hiring, retention, and 

advancement in employment of persons 

with disabilities through accessible 

technology. The purpose of this section 

is to identify actionable steps that 

can be taken by the business community 

to facilitate the adoption of these 

policies, practices, and infrastructures 

and strategies by masses of businesses.
	 	1		 Support	ForumS	and	other	 	

opportunitieS	to	Spread	the	Word	With	 	

Generic	BuSineSS	orGanizationS	and	 	

aSSociationS.

Secure	commitments	from	national	organizations	

and	associations	of	businesses,	business	professionals,	

and	particular	industries	to	spread	the	word	about	

hiring	persons	with	disabilities	and	the	efficacy	and	

cost	effectiveness	of	investing	in	accessible	technology	(including	universal	design).	Examples	of	national	

organizations	and	associations	include	Chambers	of	

Commerce	at	the	national,	state	and	local	levels;	the	

Better	Business	Bureaus	at	the	national,	state	and	

local	levels;	The	Business	Roundtable,	the	National	

Association	of	Manufacturers,	the	National	Restaurant	Association,	The	Society	for	Human	Resource	

Management	(SHRM)	and	its	local	affiliates.	Keynote	

speakers	at	meetings	of	these	organizations	and		

associations	should	include	CEOs	and	other	high-level	

leaders	from	businesses	who	are	willing	to	include		

in	their	speeches	examples	involving	employees	with	

disabilities	who	use	accessible	technology.

	 2		 Support	BuSineSS	orGanizationS	and	 	

aSSociationS	WhoSe	miSSion	includeS	 	

enhancinG	employment	oF	perSonS	With	

diSaBilitieS.

a.	 	Develop	a	communication,	messaging,	and	marketing	plan	for	reaching	companies	of	all	sizes	

about	the	business	case	for	hiring,	retaining,	and	

advancing	in	employment	persons	with	disabilities	through	accessible	technology.	Such	a	plan	

should	use	traditional	and	new	media	outlets.

b.	 	Enter	into	strategic	alliances	with	federal		

agencies.

c.	 	Work	with	generic	business	organizations	and	

associations	to	spread	the	word.

d.	 W	 ork	with	government	agencies	and	nonprofit	

organizations	to	enhance	their	understanding	of	

and	ability	to	address	the	needs	and	perspective	

of	business.

e.	 	Work	with	universities,	including	community	

colleges	to	develop	courses	of	study	(curriculum)	

that	recognizes	the	utility	of	accessible	technology	and	universal	design.	

f.		 	Offer	business-to-business	education	and	technical	assistance	using	business	models,	including	

replication	and	duplication,	case	histories,	and	

labs	and	demonstrations	at	business	locations.	

Models,	such	as	Centers	of	Excellence,	should		

enable	companies	to	secure	necessary	information	without	self-identifying	i.e.,	protect	the	

company’s	brand	and	reputation	through	anonymous	website	and	portal	strategies.

g.		 	Conduct	research	and	data	collection	that		

supports	efforts	to	make	a	business	case	for		

accessible	technology.

h.	 	Disseminate	widely	to	the	business	community	

the	existence	of	the	GSA	database	of	companies	

that	sell	products	that	comply	with	the	accessibility	standards	applicable	to	Section	508	of	the	

Rehabilitation	Act.	The	database	has	a	wizard	

that	helps	government	agencies	buy	products	

that	meet	Section	508	standards.5

i.		 	Work	with	the	media	and	entertainment	industry	

directly	or	through	related	organizations	to	

include	fair	and	appropriate	depictions	of	persons	

with	disabilities	using	accessible	technology	in	

the	workplace.

j.		 Establish	employers’	speakers’	bureaus.

k.		 	Investigate	the	feasibility	of	establishing	the	

equivalent	of	the	Good	Housekeeping	Seal	of		

Approval	or	certification	for	companies	that	meet	

specified	criteria	for	purchasing	and	producing	

(where	applicable)	products	that	are	accessible	

to	and	usable	by	persons	with	disabilities	and/or	

include	universal	design	features.	Establish	similar	recognition	for	generic	business	organizations	

and	associations.

ROADMAP FOR THE BUSINESS COMMUNITY

19
3 Support Establishment of a Network

of Disability and Accessibility Managers

Working for Businesses.

Establish and support a network to facilitate communication and information sharing among disability 

and accessibility managers of corporate disability 

accessible technology initiatives to learn from each

other about how to overcome resistance to change and 

implement promising business policies and practices.

4 Support the Establishment of a Network

of Professionals with Disabilities.

Establish and support a network of professionals 

with disabilities who selfidentify as persons with 

disabilities and are willing to share their experiences, 

including how they use accessible technology as an 

equalizer. The network could be virtual e.g., through 

Facebook, Google Groups, and LinkedIn.

5 Promote New Careers.

Promote new careers such as accessibility and 

disability managers, job coaches as well as technical 

leadership positions.

6 Promote Disability Policies.

Promote laws such as the ADA, Section 503 of the 

Rehabilitation Act (affirmative action), and Section 

508 of the Rehabilitation Act but do so from business 

perspective such as gaining an economic and/or

competitive advantage.

 7 Promote Organizations that 

Establish Accessibility Standards.

Promote organizations such as the Web Accessibility 

Initiative to continue to develop and publicize standards that aid in universal design.

8 Promote Disability Studies Programs.

Promote components of curriculum of universitybased disability studieprograms that encourage 

individuals to become entrepreneurs and business 

leaders.

9 Adopt Pledges and Pacts

By and Among Businesses.

Secure commitments by a group of influential business leaders and/or business organizations and 

associations to purchase only accessible information 

and communication technology from third-party 

vendors. The design of accessible ICT must be the 

responsibility of the provider of the technology, 

not the employer or employee. The Pact should use 

the same general infrastructure and comparable 

language used by GSA to implement Section 508 of 

the Rehabilitation Act. If this is done, companies 

selling ICT to the federal government will make more 

of their products universally accessible because 

now the market for their products will include major 

purchasers from the private sector, and not just 

the federal government.

 10 Encourage Business Foundations to 

Support Initiatives Secure commitments

from corporate foundations to support 

the initiatives described above.
ROADMAP FOR THE BUSINESS COMMUNITY

21
Roadmap 

for the Federal 

Government

Consistent with successful business 

practices and the needs of and actionable 

steps that can be taken by the business 

community to enhance employment of 

persons with disabilities through accessible

technology, this section identifies actionable 

steps that can be taken by the federal 

government to facilitate implementation of 

successful practices by masses of businesses. 
 1 CONVENE A LEADERSHIP SUMMIT ON

ENHANCING PROFITS AND WORKER PRODUCTIVITY

THROUGH ACCESSIBLE TECHNOLOGY. 

Leadership at the highest levels of government and 

business is necessary to enhance awareness and 

knowledge regarding the business case for designing 

and procuring accessible information and communication technology (ICT) that includes universal design 

features. A representative from the White House, 

Secretaries of Labor, Education, and Commerce along 

with CEOs from business associations and organizations and CEOs from individual businesses that have 

adopted successful practices should be invited to 

a Summit. The Summit should produce an action plan 

for expanding and improving the design and procurement of accessible ICT by the masses of businesses 

so that profits and productivity are enhanced. 

 2 SUPPORT BUSINESS ORGANIZATIONS 

AND ASSOCIATIONS. 

Generic business organizations.

Support initiatives and projects by generic business 

groups e.g., Chambers of Commerce, National Restaurant Association, SHRM, and Rotary Clubs that want to 

be involved in reaching the masses of businesses about 

hiring persons with disabilities and others through 

accessible technology. 

Disability-focused business organizations.

Support initiatives and projects by business groups, 

associations, and organizations whose missions are 

to expand and improve the capacity and commitment 

of individual businesses to hire persons with disabilities and others through accessible technology.

 3 SUPPORT PEER TECHNICAL ASSISTANCE.

Support technical assistance directed exclusively at 

businesses and employers that provides information 

that is clear, simple, accurate and usable via a single

portal for obtaining information and technical assistance and support. Technical assistance could include: 

Sample policies, 

Best and promising practices, 

Demonstration sites to test out alternatives, 

Practical alternatives and solutions, 

Products and services for companies 

to test before purchase, and 

Sources of funding. 

 4 SUPPORT EMPLOYERS’ SPEAKERS’ BUREAUS.

Support employer speakers’ bureaus to speak at 

local meetings of business organizations and at 

meetings of state and national business and industry 

associations. Speakers should include business 

leaders and managers who understand the investment benefits of hiring persons with disabilities 

and the positive impact of procuring and producing 

accessible technologies. 

 5 SUPPORT THE ESTABLISHMENT OF

A NETWORK OF DISABILITY SPECIALISTS AND

MANAGERS AND A NETWORK OF WORKERS WITH

DISABILITIES USING ACCESSIBLE TECHNOLOGY. 

Support the establishment of a network for internal 

corporate disability specialists and managers to learn 

from each other about strategies for expanding and 

improving policies, practices, and infrastructures that 

enhance the employment of persons with disabilities 

through accessible technology. Also support establishment of network of workers with disabilities using 

accessible technology (e.g., Facebook, Google Groups, 

and LinkedIn). 

 6 SUPPORT EFFORTS TO EDUCATE/

EMPOWER YOUTH. 

a. Educate and thereby empower youth with disabilities about accessible technology so that they 

can educate businesses about its benefits when 

they apply for a job and after they are hired.

b. Include universal design concepts in high school 

technology-related courses. 

c. Establish and support programs that enable 

persons with disabilities to take their assistive 

technology devices from place-to-place. 

ROADMAP FOR THE FEDERAL GOVERNMENT

23
 7 ALLOW FOR DEVELOPMENT OF EMPLOYMENT

PLANS BY PUBLIC AGENCIES.

State vocational rehabilitation agencies, One-Stop 

Career Centers and other federal, state, and local governmental agencies should facilitate the development 

of employment plans for applicants and employees 

with disabilities, including those who become injured 

or acquire disabilities on the job. The employment plans 

should identify how accessible technology can enable 

these individuals to successfully perform job functions.

 8 EXPAND ROLE OF HIGHER EDUCATION.

The next generation of graduates of institutions of 

higher education should be fully cognizant of the 

concepts and applications of accessible technology 

and universal design. Curricula should be modified 

to address these concepts. At a minimum, these concepts should be taught to: 

Business school students, 

Engineers and technologists, 

Marketing professionals, 

Web designers, 

Architects, and 

Rehabilitation counselors and other educators.

In addition, scholarships and apprenticeships for 

students wanting to learn about accessible technology 

should be readily available. Students with disabilities 

should be encouraged to enter fields such as engineering, education, and business. 

 9 SUPPORT INITIATIVES FOR ENTREPRENEURS, 

ESPECIALLY ENTREPRENEURS WITH DISABILITIES. 

Provide financial assistance to entrepreneurs wanting 

to focus on accessible technologies and universal design. 

 10 ENHANCE THE ROLE OF BUSINESS IN ADVISING

GOVERNMENT AGENCIES AND GOVERNMENTSUPPORTED ORGANIZATIONS BY ESTABLISHING

BUSINESS ADVISORY COUNCILS. 

Establish formal mechanisms such as the establishment of Business Advisory Councils for the business 

community to provide advice to federal agencies 

e.g., Social Security Administration, Departments of 

Labor, Education, and Commerce on how to improve 

participation by businesses in existing programs and 

how to make existing programs more responsive 

to needs of business e.g., Ticket to Work program, 

vocational rehabilitation program, disability-business 

technical assistance centers, and state Assistive 

Technology Projects. 

 11 ENTER INTO ADDITIONAL

STRATEGIC ALLIANCES. 

Federal agencies should enter into strategic 

alliances with additional business organizations 

and associations.

 12 RESEARCH AND MODIFY EMPLOYER

INCENTIVES AND SUPPORTS, INCLUDING

TAX INCENTIVES. 

a. Research whether and, if not, why existing tax 

and other incentives e.g., outcome and outcome 

milestone payments under the Ticket to Work 

program are not being used by businesses to the 

extent anticipated and propose policy alternatives and options. 

b. Research alternative tax incentives that encourage adoption of policies and practices that 

facilitate the hiring, retention, and advancement of persons with disabilities, including 

reduced FICA taxes for companies that implement successful disability management and 

prevention programs.

c. Establish and support programs that allow 

businesses to rent and/or borrow assistive 

technology devices for persons with disabilities 

participating in short-term internship programs. 

Include dialogue with assistive technology 

vendors to support such programs.

d. Provide financial assistance to individual and/or 

small business to help defray costs of assistive 

technology. Keep paperwork and other administrative burdens to an absolute minimum. 
ROADMAP FOR THE FEDERAL GOVERNMENT

2

 13 ADOPT INVESTMENT TAX CREDIT POLICY. 

Adopt investment tax credit policy to encourage 

entrepreneurs to make investments in products and 

services that will create new industries that address 

specific needs of individuals with disabilities and 

ancillary “ease of use” markets e.g., elderly persons 

experiencing functional limitations. Possible areas 

of investment include new technologies designed to 

enhance independent living and new market orientation of existing products and services. 

 14 ELIMINATE WORK DISINCENTIVES IN

THE SSI AND SSDI PROGRAMS.

Federal policies must make work pay for SSI and SSDI 

beneficiaries and they must eliminate work disincentives that force beneficiaries not to risk working or to 

increase their level of work for fear of losing essential 

cash benefits and health care. 

 15 IMPLEMENT EXISTING

DISABILITY-RELATED LAWS. 

Strengthen enforcement of Section 508 of the Rehabilitation Act so vendors know that they must design 

ICT that meet accessibility standards. To the extent 

vendors do not perceive that the government is serious 

about implementation of Section 508, they will put 

their accessibility development programs on hold. 

Expand Section 508 so it applies to entities receiving 

federal financial assistance. 

 16 EXPAND RESEARCH INITIATIVES.

 

a. Expand support for targeted research that produces data that can be used by businesses to help 

document business case i.e., businesses need 

more and better data. 

b. Conduct research from the business perspective 

of large, medium and small businesses regarding 

the extent to which existing programs and projects 

providing technical assistance and dissemination 

of information and training are being used and 

if not used to the extent considered appropriate, 

identify reasons why and strategies for improving utility.

c. Conduct research identifying better ways for 

businesses to identify applicants and employees 

with disabilities. 

d. Support research that facilitates innovations 

that are of commercial use by promoting 

partnerships between business and university 

researchers, including for example research 

that provides necessary data to conduct case 

study and scenario planning. 

e. Work with National Science Foundation and 

Department of Commerce to support initiatives 

regarding the use and availability of accessible 

technology in the workplace by persons with 

disabilities. 

 17 EXPAND AWARDS AND

RECOGNITION PROGRAMS. 

Awards and recognition programs make a difference; 

they help differentiate a business from its competitors. Programs providing awards and recognition 

for businesses enhancing opportunities (including 

employment) for persons with disabilities through 

accessible technology should be expanded. To the 

extent possible and appropriate, provide relief from 

administrative reporting and other requirements 

for those receiving awards or recognition. 

 18 COORDINATE GOVERNMENT INITIATIVES. 

Coordinate government initiatives in order to better 

leverage multiple sources of funding and provide clear, 

simple, and consistent policy interpretations. 

 19 ENTER INTO PARTNERSHIPS 

WITH FOUNDATIONS. 

Reach out to foundations to support targeted initiatives related to the adoption of policies and practices 

that reflect the principles of accessible technology.

 
Appendix 1

Business Dialogue On Accessible Technology And Disability Employment 

Orlando / Florida, September 24, 2007

BUSINESS PARTICIPANTS

Lynn Alba Merck & Co. Inc. Director of Diversity Programs

Kevin Bradley McDonald’s Corporation Director, Diversity Initiatives

Mary Brougher Bender Consulting Services, Inc. COO

Beth Butler Wachovia Bank VP, Employment Compliance

Jay Cardinali Disney Parks and Resorts Worldwide Accessibility Manager

Brett Eisenberg American International Group, Inc. Disability Coordinator, Diversity Office

Walter Elliott Ai Squared CEO

John Evans IBM Human Ability & Accessibility Center American Business Development Manager

Barry Fingerhut Synconium Partners General Partner

Jennifer Frick Wal-Mart ADA Services

Daniel Hubbell Microsoft Technical Evangelist - Microsoft Accessibility Business Unit

Neil Jacobson Wells Fargo Senior Vice President

Marsha Lynch CVS Pharmacy Manager, Government Programs/Area 2 and 12

Tyler Matney Employer Assistance & Recruiting Network (EARN)/ CESSI, Inc. Project Manager

Katherine McCary SunTrust/US Business Leadership Network Vice President – Accessing Community Talent

Joan McGovern JP Morgan Chase VP-Access Ability Resource Center

Tammie McNaughton Highmark Director, Corporate Diversity & Work Life

Mylene Padolina Microsoft Senior Diversity Consultant

Erin Riehle Cincinnati Children’s Hospital Director, Project Search

Debra Ruh TecAccess President and CEO

Deborah Russell Walgreens Career Outreach Manager

Richard Schatzberg Aequus Technologies President and CEO

Daniel Weirich GW Micro CEO

Frances West IBM Director of Human Ability and Accessibility Center

Jackie Wheeler Kurzweil Educational Systems, Inc. Director of Sales

Aubrey Woolley Canon USA Government Policy and Compliance Analyst, Compliance Department, Government / Marketing Division

Government Attendees

Jeremy Buzzell Rehabilitation Services Administration (RSA), U.S. Department of Education Program Specialist

Randy Cooper Office of Disability Employment Policy (ODEP), U.S. Department of Labor Senior Policy Advisor

Loretta Herrington Office of Disability Employment Policy, U.S. Department of Labor Special Assistant to the Assistant Secretary

Katherine Race Office of Special Education and Rehabilitative Services (OSERS), U.S. Department of Education Confidential Assistant

Maggie Roffee Division of Education & Outreach Office of Disability Employment Policy, U.S. Department of Labor Senior Program Manager

Jennifer Sheehy Office of Special Education and Rehabilitative Services (OSERS), U.S. Department of Education Director of Policy and Planning

Terry Weaver Office of Government Wide Policy / General Services Administration Director

Project Staff and Others

David Dikter Assistive Technology Industry Association Executive Director

John D. Kemp US Business Leadership Network Executive Director and General Counsel

Caroline Van Howe Assistive Technology Industry Association Director of Programs

Bobby Silverstein Powers Pyles Sutter & Verville PC Business Dialogue Facilitator

Elisabeth Doyle Powers Pyles Sutter & Verville, PC Associate, Disability Practice

Lou Orslene Job Accommodation Network Coordinator of Strategic Partnerships

The Assistive Technology Industry Association (ATIA) serves as the 

collective voice of the Assistive Technology industry so that the best 

products and services are delivered to people with disabilities. 

ATIA represents the interests of its members to business, government, 

education, and the many agencies that serve people with disabilities. 

The US Business Leadership Network (USBLN) is the national business 

organization representing BLN chapters in 32 states and more then 

5000 employers using a “business to business” strategy to promote the 

business imperative of including people with disabilities in the workforce. 

BLN chapters are led by employers who have discovered the value that 

individuals with disabilities bring to their workforce and have benefited

from including them in their business diversity strategies.

Visit atia.org and usbln.org

© Assistive Technology Industry Association, September, 2007 / Design by hellonyc.net