Forming an Enterprise Accessibility Training Program

[amazonv]

 Forming an Enterprise Accessibility Training Program

Type: Breakout

Track: Organizational Success with Accessibility

Large corporations with diverse roles may find it impractical to run role-based accessibility training from one shop. A workable approach is to form an accessibility training strategy whose role-based learning objectives are managed centrally but whose training staff and resources are managed separately for each area of specialization. Role-specific trainers manage learning objectives collaboratively using one shared repository, but each trainer fulfills learning objectives independently for each specialized role. Since measurable outcomes correspond to learning objectives, test outcomes can be reported back to one enterprise-wide system to track accessibility competencies for each role over time.

 

 

>> NOAH: We're at the 6:30 Eastern hour, ready to get start pad pi name is Noah Mashni I'm with Deque and I'll be moderating this session, "Organizational Success with Accessibility" brought to you with Aditya Bajaj.  I'm going to take care of housekeeping things beforehanding it over to Aditya.  First today's session is being recorded and will be hosted on demand for all registrants to access after the fact.

Secondly, if you require live captions for today's session you may access those on this session page just below the streaming area.  If you would like a copy of the presentation for today's session, that is also available.  There is a download documentation link just below the caption area where you can access the presentation.

Finally we will be using the last five or ten minutes of our session time today to do some Q&A with Aditya about the topic we're covering.

So next to the streaming area is a chat area and a question and answer link that you can drop questions into.

So please feel free to ask any questions for the speaker, as well as upload any questions you have seen asked that you think are interesting.

With that, I'm going to hand it over to Aditya to get going and just excited to have everybody here.  Thank you very much.

>> ADITYA: Thanks, Noah.  Hey, everybody.  My name is Aditya Bajaj.  My pronouns are he/him.  Today I'm going to talk about organizational success with accessibility and I am -- I'm appreciative of your time, and I hope that from today's session you'll be able to take something and apply in your own organization as well.

So without any further ado, let's get started.  Before we get started I want to call out that I am sharing my specific journey within Microsoft on accessibility.  I have been part of this division or refer to it as an organization within Microsoft that has more than 1,000 employees and I've been working on this team for more than two years.  And Microsoft's journey in accessibility goes way beyond -- decades before I joined the team.  So that is just here for your reference.  We will go and get started.  About me.  I am an accessibility advocate.  That's why I'm here.  And also by title I'm a senior program manager.  I have been in this industry for more than 14 years and I have done coding, you know, literally cut PSDs of Photoshop files and created HTML CSS JavaScript out of them and I think that has helped me a lot remain close to websites.  Have done website development, web applications, and then finally doing a lot of accessibility over the last couple years.

I was born in India, and I moved to Seattle about seven and a half years ago and I've been here since then.

So, just giving a little bit more context about my accessibility journey within my particular organization.  I was hired in a FY19 doing accessibility for just a little small team.  They had a bunch of websites, and we managed -- I managed help increase accessibility of those websites.  And then, you know, why not apply the same rules and principles to broader teams.  So we became partners with other teams and helped other teams as well to increase accessibility within their own teams, provided consultations and things like that.

And in FY21 we stepped back and said, hey, we did 30 people, approximately 30 people team in FY19 and broadened to 100 people in FY20, why not apply that across the organization within this?  So FY21, this year, we are building a foundation to scale accessibility program across the division.

And in FY22 and onwards, I am hoping we'll be able to scale this program with self-serve models so that people can go to resources themselves and start tracking their own compliance status.

And today we are going to be talking specifically about FY21, which is currently happening in my team right now.  So it's very fresh and latest and hopefully something you'll be able to learn from.

So looking back in FY20, when we were designing this whole program for FY21, we were looking back and seeing, hey, what is the problem?  And the challenge was basically to embed accessibility within the culture in our day-to-day rhythm of business so that it is baked in.  We wanted people to think about accessibility -- I think you have heard this a lot of times throughout these two days at this conference, that we want to build and bake accessibility in all the stages and not just put accessibility at the end of the project, for example.  We know that at this -- probably at this time we do not need to know why we need to do it versus we are talking about how we can do it.  So looking back again in my own organization for about two years, we saw a couple things, and based on that we came up with this program itself.  So the first issue is unavailable or global accessibility status.  So even if the website teams and social teams and all the respective teams were doing their own accessibility work so that the ultimate customer experience is accessible, but at the same time all the teams that were contributing to it may not be thinking about accessibility.  And that's why there was a lot of, you know, bolt-on approach and things like that.  So we wanted to fix that.  And the root cause for that particular issue is that there is no central compliance tracking or management within our own organization, within our own division.  And the solution to that was simple, this program that we're running right now.

The second issue was inaccurate global accessibility status.  What that means is people thought they knew accessibility, people thought they did some search search and maybe they were relying on somebody esto do accessibility and they thought they were all accessible.  But when I actually ended up using their proximate cause just for double checking or experiencing that with a screen reader, it was not accessible.  And the reason for that was because there was a lack of awareness.  People did not exactly know what exactly is accessibility.  And the solution to that for this FY21 has been providing workshops and trainings, so that people can learn from it.  People can reuse whatever somebody else has done it.  And in that way when they're aware of accessibility, then they know exactly what their accessibility status is, or at least they'll be closer to it.

The closer issue was accessibility not in general rhythm of business.  People did not have -- like we talked about -- I mention earlier accessibility needed to be part of every single project and it was not a day-to-day practice, so the root cause was that people did not know that they were accountable, that they are own accessibility.  People said, you are my accessibility lead, then why should I worry about accessibility?  And accessibility is not something that only one person on the team will be able to do.  In fact, even if that person wanted to, it's just not scalable.

So a solution to that is self-attested accessibility.  We want people to self-attest to whatever their accessibility is and be accountable for it.

As a quick example I want to throw is let's say that you are sending an email to your fellow colleagues or your friends or family.  You don't expect somebody else to fix your spellings, do you?

Similarly, accessibility is something, if somebody with a disability is receiving that email, then it is as good as email with typos.  You know, for somebody who can see it.  So just how I won't fix the spellings in your email, I won't fix accessibility for you either.  I want you to do it, because it's your responsibility.

The fourth issue is unavailable deeper accessibility support.  You know, when people lacked awareness, they needed to know they were accountable.  They also needed a little bit more support.  There is support across the larger organization, however, within our team, we had resource bandwidth constraints and all that.  So we needed to provide them a little bit more support.  And the solution to that is basically additional office hours and, you know, on-demand consultation as they would need.

Our approach for FY21 was based on two key principles and three focus areas.  Key principles is accessibility is for everyone and by everyone.  We just talked about that.  Everyone has a role to play.  It's not just one person's responsibility.  The second one is self-attested model.  You know, like I said, I cannot have everybody's email tested for spellings.  Similarly I won't test their accessibility either.  So I want them to self-attest that, hey, I am doing my accessibility and I am being responsible for it, but we do realize that they will need training and they will need guidance for it.  Because we just saw in the key challenges area where, you know, they needed to -- they needed some support basically to understand what exactly accessibility status is of their own assets.  So the focus -- there are three focus areas.  The first is compliance, in which we are hoping and have been working on increase in tracking compliance and things we have been doing within our own little org.  And not just checking the box but also testing with people with disabilities, especially the high priority high visibility assets, so that ewe are not just checking color contrast and all the other checks from compliance perspectives, but also making sure that the user experience by people with disabilities actually is usable.

The second focus area is scaling, in which we are increasing accessibility awareness and skill sets across the organization.  In which we are really doing, you know, trainings and pointing them to different trainings across the organization or outside organization, and just generally keeping them aware of things on accessibility.

The third one is communications.  In which we are providing them accessibility updates, program status as well, and the news on accessibility and so forth.

Communications really is to keep people on, you know, keep accessibility in their heads all the time, like hey, keep accessibility on mind.  Just kind of as we are building this culture and driving this culture change, we want them to keep this in mind.

Moving to next one, first and foremost, I think you might have heard this on previous sessions as well.  We're getting management support is super super important.  You want to make sure that management has accessibility and diversity and inclusion culture, otherwise it would be very hard journey.  And our leadership has been really helpful and supportive of accessibility within our organization.

So here are a few slides, which you can actually just take and share with your management and say, here are the reasons why we should be doing accessibility.  And one of them is here.  Accessibility is a responsibility.  I am pretty sure I'm not the first one you're hearing this from, but there are more than 1 billion on the planet that live with some sort of disability, and many of them need assistive technology.  But only 1 in 10 have access to the products that they need.

And disability can affect any of us at any time.  Especially because disabilities can be permanent, where somebody has -- somebody is living with just one arm for the rest of their lives, temporary, such as a temporary arm injury, or situational, where, you know, you have a baby in your hand, you're a new parent, a baby in one hand and using the other arm for accessing content on a laptop or somewhere.  Another example is you're on a bus and traveling in a bus and holding the handrail with one hand and another hand is -- you're using phone or accessing something with another hand.  Another example is you're outside, it's sunny in Seattle right now, you are trying to access content on your phone but the son is glaring at it and that's when you have that situational vision impairment.

And we also know that 2 times is the unemployment rate for people with a disability t than those without.  It's our responsibility to make sure we are creating and adopting accessible technology that will help our fellow colleagues as well as customers be more productive.  Accessibility is an opportunity.  These are some stats from sources like Accenture study, disability inclusion advantage, and a Forbes article how millennials are reshaping what's important in corporate culture.  So inclusive organizations out perform their peers and see 28% higher revenue, 2 times higher net income and 30% better performance on economic profit margin.  And Forbes, I believe, is also estimating that 75% of global force has chosen -- will choose to -- choose an employer that embraces diversity and inclusion by 2025.  So here are some quick reasons why we should be doing accessibility that you can convince -- that you can share with your management as well.

Here is a bigger one actually.  Inclusion drives innovation -- one of the biggest ones, I guess.  Inclusion drives innovation for everyone.  These are four real examples that actually drove or benefitted everybody when they were actually created for people with disability.  The first one is bendy straws.  These were created for patients in a hospital because they had limited mobility.  But now we all like convenience, and I believe accessibility does increase convenience for everybody.  The second one is the can opener by Good OXO grips.  And this was created by a father and son for their wife/mom when she was having arthritis and they wanted her to feel comfortable using devices.  So this was actually created for her.  And I actually have it myself in my kitchen and I love using it.  It's very convenient.

The third one is the video captions.  This is created for people with disabilities, especially deafness, and everybody benefits.  Most people benefit from it, especially if there's a language barrier.  I feel like my -- I pay more attention to things if I'm watching a video with captions.  I feel like I -- it helps me keep the focus on the video itself and not get distracted with too much going on.

The fourth one is assistive technology.  This was created for people in wheelchairs that had limited mobility.  But this is being used by -- like I'm 100% sure that you have a device right now that has this voice recognition technology.

So here are your three or four reasons on how you can talk to your management about it.

In general, solving for multiple things at the same time.  So here is a summary.  First of all, doing the right thing, protecting yourself from legal risks.  I'm sure your organization would be interested in that.  Avoiding brand perception costs.  If you don't do things accessible, things can happen on social media and you want -- if you're building a brand reputation, you want to make sure you're thinking about accessibility and including everybody in your experiences.  Ultimately, as we saw on the last slide, accessibility increases usability for every single person.

Now I will talk about those three focus areas that we have implemented in our own team.  And first one is the compliance.

So here, what actions we took were we started developing an org-level tracking system.  I'll talk about that in a second.  And started reporting that on a quarterly basis.  It's been three quarters and two reports have been out.  So we have been working on it.  There's a lot of work going on all at the same time.  Test assets with people with disabilities.  I already mentioned this but you don't want to just check a box and saying hey, we have done our check and we're compliant.  In fact, one of the sessions earlier today, I was watching, they had a very great example.  It was a staircase, a very high you know, single-line staircase and you would just put a ramp on it and just say, we checked the box, we have a ramp on it, but people can't really use it.  That's a big question.  So you want to not only check the box but actually make sure it is usable.

And the third one is support company-related accessibility initiatives.  You don't want to do your own silo work and forget anything that is happening across the company.  So we are specifically closely aligned with our accessibility within Microsoft so that we are making sure that we are all walking the same steps.

Now here is a simple tracking system.  The reason for it to be a simple tracking system is because people in the end, for websites and all the assets that are being developed, they make sure that things are getting accessibility and out, especially the websites and social media channels, for example.  But we wanted to drive this culture change across the organization, and there are 1,000 people in the org, and how do I ask everybody to fill up an inventory sheet for me so I can generate a scorecard?  I'll show you the scorecard in just a second.  So what we decided to do is ask a simple question.  Hey, do you have an accessibility review process in your day-to-day?  I'm not even asking if you're compliant.  I'm just asking, hey, do you have an accessibility review process?  And each of the teams were required to ask this question across their assets and team functions.  So that we can create an inventory.  I'll show you that in a second.

In this graph, what I'm sharing here is a hierarchy, for example, if you have an asset or category of asset, we're asking this question against a messaging framework for that particular asset.  Products providing the expertise for that particular asset, a designer, content writer, publisher, localization for just that particular asset.

So we recorded whether they have an accessibility review process across each different function, so they get better and understand where we need to fix or increase our help people understand what accessibility really is.

This inventory actually gave us insights on where things were going well and where we needed to improve, just to do things more efficiently overall.

And here, actually, is a scorecard, literally the copy of the format that we use in our organization.  Just all this data is suggested demo, but I'll walk you through each of the sessions.  So solution areas at the top is basically a filter.  You have product 1, product 2, service 1, service 2, other.  These are just simple buttons that filter the whole report.  And then you have a drop-down called "people," and it can be selected for up to three people in the hierarchy.  So if you are a manager of a particular asset, you can select up to two people reporting to you within that drop down.

The team function is another drop down that contains exactly what we just talked about, content design, and so forth.

The second portion, the second section of this scorecard actually is the data that I'm really interested in.  So this is 300 distinct assets of categories, let's say this is what was reported, and across all the solution areas, because no filter has been applied right now, I know that I have approximately 300 categories or categories of assets or assets themselves, and then the answer -- the question that we asked, accessibility process in rhythm of business, and people said, yes, no, or in progress.  300 assets we're having 60% saying yes and 30% saying no and 10% in progress.  So we go to the 30% section and filter by 30% and see where we can go and who do we need to talk to, in other words.

The third portion in the last one on the scorecard is accessibility process in the rhythm of business, ROB, by channels.  And what channels really mean in this case is, you know, website is a channel, and within social, social is a channel, blog, collateral, so forth.  You want to make sure accessibility is consistent across these different channels, and this is not representing one team.  This is not representing a web team.  It's all the people that contribute to the web team's assets.  So I have publishing website and a designer from another team sending me a design, all these people are contributing to this asset, website, and that's how this website channel is.  This is information.  So in this case, 30% are saying for website that we have an accessibility, and this is all fake by the way.  This is not real data.  50% are saying, no, we don't have it, and 20% are saying in progress.  And similarly you can check it for social blog and collateral.  In the next slide I'll show you what you need to really capture if you're interested in doing something for your organization.

So here is a sample -- an example or a sample structure for the inventory that I called for -- in other words, it's a database that would feed into that report.  That report I created in power VI.  You can probably do that in Excel or any other spreadsheet if you like.

So an example I'll walk you through the header first of the table.  And then just give a couple examples as we go.

So first header is the -- first column is the solution area.  And it could be your product, one of the products, or any services, or something else that you may have.

And within that solution you may have a list of assets or list or categories of assets, and this would be -- in this case it's feature 1.  Just for demonstration.  And then the third column is asset type or channel.  We saw web, social, collateral, and in this case it's a web.  Channel is the web.

The fourth is the team function that we just talked about, design content, publishing, etc., in this case, for example, design.  And now I have, you know, these four cells that is telling me currently I am talking about design of the website of feature 1 within the product 1.  And the question was asked against this.  Do you have a -- do you have an accessibility review process within this particular combination?  And then the teams will provide saying yes, we have it or, no, we don't have it, or, yes, it's in progress.  Similarly they would provide me things like product 1 feature 1 web content.  In that case I get, okay, design is accessible, but what about content within web?  And, again, stepping back.  We are doing this so that every single person on the team do their part so that we can do accessibility at scale.  It's not just one person and then the end to fix everybody's problem.  So we want everybody to participate in this, and that's exactly what this scorecard or this structure is going to provide me.  So the next column is accessibility process and rhythm of business.  And I think we covered that, the answer is yes, it could be "no."  It could also be in progress.  And bunk more thing I want to call -- one more thing I want to call out is one of the main communication pieces I had in my own program management within the organization was that, hey, nobody will shame you or nobody-there's no punishment across if you're not having accessibility.  Because we are making sure the ultimate experience is accessible, but here what we're trying to do increase accessibility so that at Microsoft we can create world-class accessibility experiences.

Compliance status was specifically for only the team functions, which were at the end of the line.  So, for example, if a publishing team is there, we ask this question specifically to them.  That they need to tell us whether they are compliant or not.  Because not everybody -- lake the design team cannot tell me, I created this design and it's compliant at a particular grade.

And then there is visibility, because we want to start with external facing assets first and then we want to go into general facing assets, and the next one is the priority, so that you know -- you can fix things first on the more visible assets and then go down from there.

And then the manager column will just give you who is managing that particular product or that particular team function of that product.

And the examples in this case are Elvis and Sassy, and they're really my dog names.

At least two of them.

So the focus hear, the next one is skilling.  And this is where we wanted to increase, you know, accessibility awareness within the team, so that they know what disability types are, and all things around accessibility.  Things like, hey, we also have this resources hub at Microsoft, and in our team that they can go to.  All of this kind of was part of that, or is part of that skilling focus area.

People also have questions, and we needed them to be able to ask those questions.  So we started doing biweekly office hours, then accessibility deep dives.  Not only in our own organization but if somebody else is doing that like altX training or something else outside of Microsoft, also we would just point them to those sort of trainings so they can increase awareness.

Accessibility resources, where they can find curated resources.  There are so many resources across on the globe.  So we wanted to bring them the most useful resources from internal as well as external websites.

On-demand consultation, because not everybody can make it to your biweekly every two weeks.  So we created a ticket system where people can submit their request and then we can resolve that request via a ticket system in a proper format

And the last one is accessibility in action badge.  This is basically not -- you know, you taking the action badge and you know everything.  That's not the case.  That's basically for people who are starting to understand what accessibility is or trying to learn what accessibility is, and we do have a link about this.  I use this as a metric across my own organization on how we're doing in terms of who is taking that badge, and this badge is recognized by public as well.  It's publicly available, so anybody can take that badge.  Especially for management and the PMs and all the non-technical people to understand what really, you know, accessibility is at a foundation level.

The third and last is the focus area of the communications piece., where we have this amazing team or a team we called accessibility advocates within our organization, and they are a super valuable resource and asset to me.  I'll talk about them in just a second.  The second one is accessibility content in all hands/all team meetings.  We decided -- we made sure that each and every single team is seeing some accessibility content in all team meetings.  We're talking about cultural change.  And this will happen only when you try to send that information in a message from various different channels, not just one website or one email.  So we were trying to partner with as many people as possible and reach out with the accessibility content.  And the accessibility content, I basically talk about what accessibility is, what disability types are, and, you know, why it's important and things like that.

And, you know, then shared that badge training with them.  And people get really excited.  And so this has worked really well for us so far.  And I think anybody can use that from here.

Monthly program updates and every single -- but most teams across the organization.  My goal is that every single team within that organization has somebody to go to immediately.  Because they are part of their own team.  I may sit too far away from them, but they know this person and so they can quickly ask them a quick question.  And if this person doesn't know the question, fine.  They can submit a ticket, join talks hours, or come to me directly.

But advocates, v-team, basically, they are -- they may not be the SMEs but they are the evangelist.  They are advocating for people with disability within their teams day-to-day or plan discussions and execution.  As an example, you are part of -- you as an advocate are part this project, and somebody is discussing that project.  Hey, what about accessibility?  And you know, that way people have that -- we're putting our guards every where talking about accessibility.  These folks are also building that bridge between me or our program and their own team in case I need to send some information to them or they have questions around accessibility or whatever they want to share, we all collaborate together on a biweekly basis and talk about accessibility issues and share back if there are any issues of learnings, we share that back.  So we're not working in a siloed way.  We're also sharing and collaborating at the same time.

They have been very helpful and generous to help create that inventory.  Because it needed everybody to go into the spreadsheet and fill in that information so that we can generate the scorecard, but the good news is you need to do that once in a while, initial inventory, and you can deside -- it could be quarterly or monthly if it's too critical for you or six months, yearly, whatever works for you.  Basically they would update the status to, yes, we have changed our accessibility process and now we have accessibility process, we don't have accessibility process anymore, but we need to fix that.  So you can decide however you want to do it.  And these folks will bring issues or concerns that their teams may be having.

So here is a summary for what you might want to take back even in case this was helpful, was that, you know, first of all, give the management it's going to be really hard.  V-team, create a v-team, people in that meeting should be people that want to support, not required to support, because that's not going to be fun for them and, you know, it might just not work out.  So you want people that really want to help you create this.  And then create inventory will be the part and focus will be helping you.  Then identify areas for improvement, based on the inventory and data you receive in the inventory, it will take time, give them a lot of time.  Don't expect -- please don't expect them to give you content within even a month because they have their own responsibilities and this is on top of it, so you want to give them enough time, plan ahead and give them three months or so and then start building that, and whatever you're learning on the go, you can start helping those folks as you learn.

And then track compliance status of high priority assets to start with and then incorporate additional priorities like P2s and P3s and internal assets.  Internal P1 assets can be equal priority than what is external.  If your employees, fellow colleagues are not able to use a tool because of their disability, that is not going to be fun for any of you or anybody in general, so you want to make sure those assets are also captured early on and that you know that they're accessibility accessible and people are able to use them.

Provide SME support.  If you don't nobody in the organization, you need to hire somebody.  But it will be worth the investment, support will be needed if you want to go ahead and excel in your accessibility journey.  Keep everybody in the loop.  Monthly newsletters, updates, these people have lots of priorities, things are changing.  There's so much going on.  You want to keep them in the loop and keep reminding them that, hey, we need to do accessibility for whatever we're doing.

With that, that's all I have.  Here are some resources.

The first one is aka.ms/accessibilityfundamentals

You will have this in the document attached in the page down below.  This is where you can track your badges, not track but basically you can own the badge for your own and you can ask your teammates to own if you're interested.

Accessibilityinsights.io is a tool I use for quickly checking you know website issues.  They're similar -- this is actually similar to what is provided -- what Axe provides but there's a manual assessment where you can generate a report and make sure your testing is covered end to end.

Then the last one is WCAGaccess.com /resources and I put resources there for you.

And I'm still working on it.

And with that, I will hand it over back to Noah for questions.

>> NOAH: Awesome.  Thank you for your session.  Super informative.  I have questions in the Q&A.  First question, did you face large-scale pushback with implementing the self-attested model, and if so, what did you do to handle those objections?

>> ADITYA: Great question.  Yes, this was part of it, not everybody was on the same page.  That's why you need to start with the management for the leadership first and then explain the benefits that, you know, like I shared in the slides.  Share the benefits, not only we're doing right thing but also we are complying, which is essential to the business, and then you can have innovations done and things like that, when you are doing accessibility across the organization, not just one team.  And then so the pushback, you know, the way that I handled pushback was giving them why we are doing it and never give up.  Never give up.  Keep asking them, hey, we need to do this.  So, yeah, that's how we handled it on our team.

>> NOAH: I think that perseverance is a huge part of it, right?

>> ADITYA: Yeah, very huge.

>> NOAH: Second question.  So for your compliance and monitoring step, what was the blend of automated and manual testing that you used to feel good about the level of compliance in reporting?

>> ADITYA: Sure.  So first of all, the things that I just shared is asking every single person to do their part for accessibility, so we did not ask every single person to provide compliance record or compliance status for their own individual work.  Because the website cannot be tested unless and until all things are put together and then that's why the publishing team, for example, or the production team or the development team would be responsible to report on compliance.

So the compliance was done for that particular website alone, like that particular asset, and it would be done for using the fast pass, for example, on the accessibility sites, meaning the automated checks, as well as manual testing would be done by QAs.  Once the page is ready by the production team, then the QAs, quality assurance engineers go to that page and make sure that the whole experience is accessible.

>> NOAH: Okay.

>> ADITYA: Did I answer the question properly?  I can't remember if I answered everything from it.

>> NOAH: I think so.  The question in general was just like what blend of automated and manual testing did you find worked best.  If you have more to add, please.

>> ADITYA: Yeah, the blend has been in the way that if you have something very critical, very -- if it has large visibility, if it's -- if you have high traffic you want to make sure you are doing iteratively testing across the two, like the manual as well as the automated, but there may be cases that you have too many things to do at the same time, so you start with the priority ones and do the full assessment including manual and automated, and then as you fix those issues on the go and then you would want to do the least priority ones later on in the state.  But you would want to make sure that everything is accessible, not just leaving something on Fastpass or the automated testing alone.  We know 30% of accessibility is automated, roughly speaking and 70% is manual.  You want to make sure everything is accessible that way.

>> NOAH: Sure.  Question from Kelly.  So for a company that does not have -- for a company that does not yet have an accessibility program or team, what would you recommend be the first steps to take to build that out?

>> ADITYA: I love that.

>> NOAH: Go ahead.

>> ADITYA: Did I interrupt you.

>> NOAH: There's a second part, but let's get to that part first.

>> ADITYA: I would download this presentation, go to management support section slides, share with your leadership and say, here are the reasons why we should be doing it.  And it's not only benefitting people, but it's also benefitting the business.  There is a reason.  There are many reasons to do accessibility.  So I would start there.

>> NOAH: Yeah, no, yeah, the second part of the question was, I want to write a pitch or a proposal for leadership, but I feel I need to include clear and specific action items to include in that, sort of like audit, hiring practices, things of that nature.  But like you said, that's kind of laid out in the packet there.

So I believe for this session page there is already a link for anybody here, there's a link to download the presentation and have access to all this information.  I do not have any other Q&A in the chat.  So if there's nothing else coming through into the Q&A, Aditya, thank you so much.  This was a fantastic presentation.  I really appreciate you bringing that here for us all.

And I think with that we'll -- one last-minute question.

So I'm going to put this here.  Do you have any thoughts about embarking on an accessibility audit remediation project for both product, which is software if my case, as well as tremendous website content?  So any thoughts or advice on, you know, moving into an audit and remediation project for, you know, software products but also content-heavy website stuff?

>> ADITYA: You'll have to repeat the question.

>> NOAH: Basically the person is asking, they're about to embark on a big audit project, and they have got on one hand they've got their software product that needs to be audited and remediated and also website that is very content-heavy, and they're wondering, you know, is divide and conquer better, work in parallel, focus on one first?  Can you provide any advice?

>> ADITYA: Unfortunately, I feel like you might need additional resources if you want to do -- depending upon the priority of the content, how accessible it is, I guess that's part of the audit.  So, yeah, it really depends upon the volume you're talking about.  And if you do feel like you cannot handle it all together and both things are equally important, then you would want to hire additional resources to get that work done.

>> NOAH: And I feel like some of that prioritization you were talking about earlier, right?  Identifying critical flows, high traffic areas, things like that, if that makes sense.

>> ADITYA: Yep.  Uh-huh.

>> NOAH: Awesome.  Very cool.  Okay, well, I think with that we will wrap session up.  So thank you, again, Aditya, and for those of you watching, and Rivka for our ASL translation.  Thank you everybody involved.  Have a wonderful rest of or your Axe-Con!

>> ADITYA: Thanks, everybody!