Ecosystem Map

Long-term actions

• Ensure each technical committee has access to funds for essential accommodations (e.g., interpreters, captioners, accessible tools)
• Consider budgeting for administrative assistance or training on facilitation that centers inclusion

Long-term actions

• Collaborate with other organizations and SDOs to provide and coordinate accessibility services for joint initiatives and events
• Advocate for system-wide access funds modelled after successful initiatives like the Swedish Disability Rights Federation which is the national umbrella group for disability organizations in Sweden. It speaks on behalf of the Swedish disability movement, raises awareness about disability issues, and provides advice to the government, parliament, and national authorities.

Quick actions

• Compensate D/deaf and D/disabled participants who are not affiliated with an organization for their time, expertise and contributions.
• Create funding programs that cover:
  • compensation
  • travel and accommodation for in-person meetings
  • assistive technologies and communication supports (e.g., sign language/interpretation, real-time captioning)
  • training programs to build understanding of standards development
  • staff accessibility training
• Partner with disability-led organizations to co-develop funding mechanisms and engagement strategies.

Long-term actions

• Decide ahead of time what you will do if participation goals are not reached.
• Consider extending the comment period, changing your outreach approach, or building new relationships with groups that were not well represented.
• Set clear “minimum” targets, for example: number of participants, or key groups that must be included.
• Check progress early so you still have time to adjust.
• If you’re missing key voices, pause and fix the outreach instead of moving forward anyway.
• Ask community partners why people didn’t participate and what would make it easier next time.
• Add new accessible engagement options, like phone calls, short sessions, or one-on-one interviews.
• Extend timelines if needed, especially for reviewing documents.
• Document what didn’t work and what you changed, so the process improves over time.

Long-term actions

• Work with D/deaf, D/disabled, under-representated and local community organizations to share new standards.
• Host community briefings, workshops, or explainer sessions to make the standards easier to understand.
• Provide toolkits in digital and print formats that explain the standards in plain language.
• Show how the standards can be applied in real-life situations and how people can use them to advocate for change.
• Use multiple communication channels such as social media, newsletters, and community boards to reach different groups.
• Offer translations, captions, or sign language/interpretation versions to make sessions inclusive.
• Encourage feedback from the community on how well the standards meet their needs.
• Highlight success stories where communities used standards to make a positive impact.

Quick actions

• Distribute information through multiple channels such as websites, social media, newsletters, community spaces, partner networks, mailing lists and community radio to reach people where they are.
• Use a mix of communication formats such as recorded videos, written guides, infographics, visual diagrams and print materials to make content as widely accessible as possible
• Provide materials in alternative formats (large print, braille, plain language, screen-reader compatible documents, audio/video).
• Offer synchronous (live), asynchronous (on-demand), and hybrid options to support different time zones, learning styles, and access needs.

Long-term actions

• Maintain clear, consistent communication across multiple modalities, channels and platforms.
• Share opportunities in many different places and in different ways. This helps reach people who may not realize that standards development is open to them, or who do not see themselves represented in these spaces.

Long-term actions

• Make inclusion part of the organization’s mission, internal policies, and public communications.
• Provide dedicated funding and staff support for accessible and inclusive outreach and participation.
• Define diversity, equity, and inclusion goals clearly and treat them as ongoing commitments, not checkboxes.
• Align policies and funding priorities with equity and inclusion goals.

Long-term actions

• Decide ahead of time what you will do if participation goals are not reached.
• Consider extending the comment period, changing your outreach approach, or building new relationships with groups that were not well represented.
• Set clear “minimum” targets, for example: number of participants, or key groups that must be included.
• Check progress early so you still have time to adjust.
• If you’re missing key voices, pause and fix the outreach instead of moving forward anyway.
• Ask community partners why people didn’t participate and what would make it easier next time.
• Add new accessible engagement options, like phone calls, short sessions, or one-on-one interviews.
• Extend timelines if needed, especially for reviewing documents.
• Document what didn’t work and what you changed, so the process improves over time.

Quick actions

• Broaden recruitment criteria beyond traditional technical expertise to value lived experiences of disability, community knowledge, and accessibility advocacy.
• Engage participants through community organizations, community leaders, and advocacy groups.
• Don’t limit recruitment to the same people or groups who already participate in standard work. Relying on existing committees, industry contacts, or repeat contributors, misses out on new perspectives and contributes to consultation fatigue.
• Seek participants from rural, underrepresented, younger, older, newcomer, and non-traditional groups.

Long-term actions

• Be proactive - build long-term relationships with communities historically excluded from standard work.
• Focus on recruiting people who are underrepresented in your field including D/deaf and D/disabled people. One strategy is to regularly ask “Who else are we missing?”

Quick actions

• Keep a public record of the work and ensure it is shared in accessible formats. For example, use a blog or webpage to share updates, older drafts, and what changes were made because of feedback.
• Be clear about what you can change and what you cannot change.
• Follow up after people give feedback to show what you heard and what you did with it. If feedback isn’t used, explain why.

Long-term actions

• Make connections with D/deaf and D/disabled organizations and engage according to their preferences and direction.
• Avoid over-consulting the same people. Rotate participation and respect fatigue.
• Work with technical committees and people from equity-denied communities to agree on the goals for an engagement.
• Share updates regularly, not just at the end, so participants can see progress.
• Share specific examples of how feedback from D/disabled and D/deaf people led to changes in the standard, the process, or even the project team. This shows the engagement was real and not just for show.

Quick actions

• Publish clear selection criteria for technical committee members that reflect inclusion and diversity goals.
• Provide role descriptions that outline:
  • Time commitments
  • Tasks and responsibilities
  • Compensation or volunteer expectations
• Provide information on accessibility supports including:
  • What accommodations are available by default (e.g., captioning, large print, flexible schedules)
  • What can be provided by request (e.g., sign language interpretation)
  • How to request support, and who to contact
• Communicate regularly with applicants about their status and timelines.
• Offer alternative ways to participate such as public comment periods to those not selected.

Long-term actions

• Create a permanent dedicated accessibility group within the organization to track inclusion over time.
• Celebrate improvements in accessibility and inclusion to show the group’s progress.
• Regularly assess the inclusiveness and accessibility of meetings and processes through feedback
• Consider accessibility across formats, devices, and languages.
• Design digital content so people with disabilities can access, understand, and use it.
• Conduct accessibility audits with usability and assistive technology experts to ensure all digital platforms including websites, member portals, application sites and feedback mechanisms are accessible.
• Offer alternative ways to participate: in-person, phone, relay services, video calls, or paper applications.
• Proactively consult with D/deaf and D/disabled committee members to determine specific access needs
• Provide accommodations to participants, including:
  • Sign Language interpreters (ASL, LSQ, etc.)
  • Real-time captioning (CART)
  • Note-taking services
  • Clear and consistent turn-taking protocols
  • Accessible digital files and materials in advance
• Ensure physical spaces (if used) are accessible for mobility devices, sensory needs, and rest requirements. (Physical Space)

Quick actions

• Compensate D/deaf and D/disabled participants who are not affiliated with an organization for their time, expertise and contributions.
• Create funding programs that cover:
  • compensation
  • travel and accommodation for in-person meetings
  • assistive technologies and communication supports (e.g., sign language/interpretation, real-time captioning)
  • training programs to build understanding of standards development
  • staff accessibility training
• Partner with disability-led organizations to co-develop funding mechanisms and engagement strategies.

Quick actions

• Encourage all members to learn active listening, empathy, and respectful disagreement before starting every meeting.
• Train chairs on how to handle conflicts, help the group agree, and run meetings in an accessible way.
• Give chairs tools and resources to run discussions, especially when power differences exist.
• Teach chairs when and how to step in if someone is dominating or others are being left out.
• Take short breaks if discussions get heated.
• Show chairs how to allow disagreement while still finding agreement where possible.
• Pay attention to whether people feel included, excluded, or uncomfortable. This will avoid conflicts from happening.
• Let people share concerns or complaints in writing or chat if they don’t want to speak out loud. Make sure these concerns are acknowledged.
• Keep records of how conflicts were handled and lessons learned from past meetings.
• Allow anonymous reporting when needed.
• Offer follow-up one-on-one conversations for sensitive issues.

Long-term actions

• Develop clear conflict policies for meetings
  • Have written rules about professional conduct, respect, and how conflicts are handled.
  • Make these rules visible to all members and revisit them regularly.
• Train facilitators and chairs on conflict resolution.
• Update conflict resolution training as new techniques or challenges arise.
• Create a permanent mediator position to help with disputes during meetings.

Long-term actions

• Give specific staff the job of supporting other staff and chairs with accessibility needs, so they don’t have to figure it out alone.
• Provide templates for chairs, such as accessible agenda formats, email invitations, and meeting scripts.
• Collect feedback after meetings about what worked and what didn’t for accessibility, and act on it.
• Offer expert support, like an accessibility advisor or help desk, that chairs can contact quickly during meetings.
• Pair new chairs with experienced chairs from other committees as a mentorship system.

Long-term actions

• Support new members in building the skills and knowledge needed to contribute meaningfully through a variety of accessible learning formats
• Create workshops and training sessions, offer both foundational and role-specific training.
• Partner with educational institutions to co-create learning modules.
• Offer interactive tools like quizzes, videos, and step-by-step guides to cater to various learning styles.
• Ensure all content is accessible
• Provide learning content in multiple languages

Long-term actions

• Embed training into participation workflows. Training should be part of how committees operate, not a separate activity that people might not attend.
• Avoid generic training. Start with what people will actually do in the process.
• Provide training based on the skills and tasks associated with the roles and responsibilities
• Provide accessibility training regularly, not just once. Update it as best practices change.
• Offer regular training for staff and chairs on:
  • Accessibility and human rights laws
  • Disability inclusion
  • Different access needs (for example: D/deaf, blind, mobility, learning, fatigue)
  • How to speak and work respectfully with people from different backgrounds
  • How to arrange accommodations (like captions, interpreters, accessible documents, or extra time)
  • How to manage conflict during meetings
  • Using plain language during speaking

Quick actions

• When committee work begins, explain clearly the difference between a chair and a regular member.
• Have the chair lead a discussion on how everyone wants to work together, including:
  • What tools and platforms to use
  • How decisions will be made
  • How to make sure everyone can contribute in an accessible way
• Ask these questions from the start to avoid problems later:
  • Which tools and platforms work best for everyone?
  • How should meetings be run and decisions made?
  • What are the best times and ways to communicate?

Long-term actions

• Ensure each technical committee has access to funds for essential accommodations (e.g., interpreters, captioners, accessible tools)
• Consider budgeting for administrative assistance or training on facilitation that centers inclusion

Quick actions

• Test websites on multiple browsers and devices, including mobile phones and tablets.
• Offer help or support for users who encounter accessibility barriers.

Long-term actions

• Involve people who use assistive technologies like screen readers, switch devices, or captioning tools in the testing and feedback processes.
• Test for keyboard-only access across all steps including registration, login, confirmation and uploading documents. If someone can’t complete the process without a mouse, it’s not accessible.
• Use plain and simple language
• Ensure all images have descriptive alt text for people who use screen readers.
• Use high-contrast colors for text and backgrounds
• Avoid relying on color alone to convey information.
• Make forms accessible, with clear labels, instructions, and error messages that screen readers can detect.

Quick actions

Co-chairs should meet with new members individually to:

• Introduce the structure and goals of the committee
• Clarify roles, expectations, and responsibilities
• Explain workflows, working culture and norms, and decision-making processes
• Identify any initial access needs and come up with a plan to meet them

Quick actions

• Schedule regular check-ins during the first few months to help build comfort, confidence, and a stronger sense of belonging.
• Use this time to:
  • Answer questions about content, roles, and responsibilities
  • Help prioritize reading or focus areas
  • Troubleshoot any challenges or barriers

Quick actions

Welcome packages can include the following:

• Committee member list and roles (who to go to for what)
• Overview of timelines and workflows
• Tools and platforms being used
• Key documents to read first
• Contact points for accessibility supports

Long-term actions

• Provide documents, materials and technologies based on roles and responsibilities
• Provide information in flexible, small, digestible parts by using multiple shorter orientation sessions instead of one long session. This will give new members time to process the information and ask questions

Quick actions

• Pair members with a mentor or buddy so they can provide contextualized advice as well as help with navigating the committee work:
  • Match new members with more experienced or returning members
  • Consider matching members with someone who has similar lived experiences
• Offer one-on-one walkthroughs
• Provide visual aids or diagrams to explain complex processes or workflows.
• Hold an initial practice session for new members or those unfamiliar with the tools, technologies and procedures.

Long-term actions

• Encourage a culture of shared learning and open questions.
• Set up a dedicated help contact (staff or advisor) for quick questions about accessibility or committee work.

Long-term actions

• Ensure each technical committee has access to funds for essential accommodations (e.g., interpreters, captioners, accessible tools)
• Consider budgeting for administrative assistance or training on facilitation that centers inclusion

Quick actions

• Encourage all members to learn active listening, empathy, and respectful disagreement before starting every meeting.
• Train chairs on how to handle conflicts, help the group agree, and run meetings in an accessible way.
• Give chairs tools and resources to run discussions, especially when power differences exist.
• Teach chairs when and how to step in if someone is dominating or others are being left out.
• Take short breaks if discussions get heated.
• Show chairs how to allow disagreement while still finding agreement where possible.
• Pay attention to whether people feel included, excluded, or uncomfortable. This will avoid conflicts from happening.
• Let people share concerns or complaints in writing or chat if they don’t want to speak out loud. Make sure these concerns are acknowledged.
• Keep records of how conflicts were handled and lessons learned from past meetings.
• Allow anonymous reporting when needed.
• Offer follow-up one-on-one conversations for sensitive issues.

Long-term actions

• Develop clear conflict policies for meetings
  • Have written rules about professional conduct, respect, and how conflicts are handled.
  • Make these rules visible to all members and revisit them regularly.
• Train facilitators and chairs on conflict resolution.
• Update conflict resolution training as new techniques or challenges arise.
• Create a permanent mediator position to help with disputes during meetings.

Quick actions

• Test websites on multiple browsers and devices, including mobile phones and tablets.
• Offer help or support for users who encounter accessibility barriers.

Long-term actions

• Involve people who use assistive technologies like screen readers, switch devices, or captioning tools in the testing and feedback processes.
• Test for keyboard-only access across all steps including registration, login, confirmation and uploading documents. If someone can’t complete the process without a mouse, it’s not accessible.
• Use plain and simple language
• Ensure all images have descriptive alt text for people who use screen readers.
• Use high-contrast colors for text and backgrounds
• Avoid relying on color alone to convey information.
• Make forms accessible, with clear labels, instructions, and error messages that screen readers can detect.

Quick actions

• Platform & Tools
  • Use reliable platforms with accessibility features (e.g., Zoom, Microsoft Teams).
  • Ensure platforms work with screen readers, braille displays, hearing aids, and other assistive technologies.
  • Encourage the group to choose collaboration tools together and decide how they will use them to best accommodate everyone. For example, many screen reader users prefer to have the chat feature disabled in a video conference or used very sparingly so that they aren’t listening to a speaker and the chat at the same time.
  • Allow flexibility and customization so tools can work with individual needs and assistive technology.
• Documents & Materials
  • Share all documents before the meeting in accessible formats.
  • Avoid live editing that screen readers or translation tools cannot follow or make sure to read out and describe all changes that are being made
  • Use screen sharing consistently and describe visual content for people who are blind or have low vision.
• Speaking & Participation
  • Remind participants to say their name before speaking.
  • Make sure only one person speaks at a time; raise hands before speaking and avoid talking over others.
  • Use inclusive language.
  • Explain jargon and abbreviations.
  • Keep captions on for everyone.
  • Ask participants to mute themselves if not speaking to reduce background noise.
  • Offer ways to participate without speaking such as chat, email, shared documents.
  • Repeat questions or comments from participants for clarity.
• Meeting Management & Inclusivity
  • Provide breaks and allow people to step away without judgment.
  • Allow anonymous feedback or a way to talk directly to the chair.
  • Share clear meeting rules so everyone knows how to take turns and ask questions.
  • Check in with quieter members to make sure they are included.
  • Offer virtual attendance for all meetings so people with mobility, transportation, or health challenges can participate.

Quick actions

• Invite people who work on similar topics, including other technical committees.
• Make it clear how people can take part at each step.
• Offer simple, task-based ways to help for example reviewing a draft, or giving feedback.
• Make sure people with lived experience of disability are included and supported whilst they attend these meetings.

Long-term actions

• Have meetings that are open to everyone. This can help users of the standard, advocates, and technical experts meet and talk together in the same room. Not every meeting needs to be open but it’s helpful to have planned times when anyone can join, listen, share ideas and offer input.
• Give committees the support and tools they need to include external contributors.

Quick actions

• Use UTC (Coordinated Universal Time) as the main time reference, because it stays the same all year and does not observe Day Light Saving.
• Rotate meeting times so the same region is not always stuck with late-night or early-morning meetings.
  • Some meetings can work best for North America and Europe
  • Other meetings can work best for Asia and the Pacific
• Consider having two meetings at different times which cover the same topics.
• Check regional holidays and observances when scheduling meetings. Try to avoid major holidays in different regions, or offer alternative ways for people to participate if a meeting falls during a holiday period.
• Check in with members often to make sure the meeting times still work, and change them when needed.
• Record meetings and share the recording and notes afterwards.
• Share agendas and documents early, so people in different time zones can review them.
• Allow people to give input in writing, not only during live meetings.
• Use tools that work well in many countries and do not require special paid accounts.
• Make sure meetings start and end on time.
• Avoid using local terms like “10 am my time” and include UTC and a time-zone converter link.

Quick actions

• Offer translation and sign language/interpretation support from the start and make it normal for everyone to use.
• Test whether transcripts are working in advance.
• Use the automated transcript feature in video conferencing applications and save transcripts to share after the meeting. Check the saved transcripts for any errors or discrepancies after every meeting has ended.
• Give extra time for discussions and allow follow-up later, especially in international groups.
• Rotate meeting languages based on members’ needs, and provide interpretation when needed.
• Support smaller working groups in members’ native languages so they can participate more fully.

Quick actions

• Set the video meeting language (Zoom/Teams/Webex) to the language people have agreed to speak. This helps automatic captions work better.
• Test the caption settings before the meeting.
• Ask everyone to set their caption language correctly.
• Start the meeting by checking that captions are on and set to the right language.
• If more than one language will be used, tell people before the meeting.
• For important meetings, use a human captioner or note taker, not only automatic captions.
• Ask people to speak clearly and not too fast.
• Put key words, names, and links in the chat.
• Save and share the transcript after the meeting.

Quick actions

• Start meetings with a reminder that all voices are welcome (both online and in-person).
• Use a camera that shows the whole room, so remote people can see who is speaking.
• Ensure high-quality microphones and speakers are installed for hybrid meetings
• Ask in-room speakers to say their name before they speak.
• Use good microphones and speakers so everyone can hear.
• Assign two different facilitators:
  • One to watch the online chat and support remote participants.
  • One to support in-person participants
• Repeat questions or comments from in-room participants for online members and vise-versa
• Use screen-sharing consistently and narrate visual content for those who are blind or have low vision
• Use lighting so that people can see faces and interpreters.
• Reduce background noise where possible.

Long-term actions

• Provide virtual or hybrid attendance options for all meetings - in-person meetings often create more challenges for members with disabilities, including those with mobility or transportation barriers.
• Ensure all core work can be completed virtually, not just discussed during in-person meetings

Quick actions

• Encourage all members to learn active listening, empathy, and respectful disagreement before starting every meeting.
• Train chairs on how to handle conflicts, help the group agree, and run meetings in an accessible way.
• Give chairs tools and resources to run discussions, especially when power differences exist.
• Teach chairs when and how to step in if someone is dominating or others are being left out.
• Take short breaks if discussions get heated.
• Show chairs how to allow disagreement while still finding agreement where possible.
• Pay attention to whether people feel included, excluded, or uncomfortable. This will avoid conflicts from happening.
• Let people share concerns or complaints in writing or chat if they don’t want to speak out loud. Make sure these concerns are acknowledged.
• Keep records of how conflicts were handled and lessons learned from past meetings.
• Allow anonymous reporting when needed.
• Offer follow-up one-on-one conversations for sensitive issues.

Long-term actions

• Develop clear conflict policies for meetings
  • Have written rules about professional conduct, respect, and how conflicts are handled.
  • Make these rules visible to all members and revisit them regularly.
• Train facilitators and chairs on conflict resolution.
• Update conflict resolution training as new techniques or challenges arise.
• Create a permanent mediator position to help with disputes during meetings.

Quick actions

• Give a simple overview that shows all the important documents, where to find them (links or location) and a short summary of what each document is for.
• Highlight document sections that are most important for the current work.

Long-term actions

• Offer orientation sessions or “office hours” where chairs or experienced members explain key documents and answer questions.

Quick actions

• Don’t let only the loudest or most frequent speakers decide for the whole group.
• Set clear goals for each discussion so the same people don’t always dominate.
• Step in politely if someone talks too long or takes more than their turn. You can use timers or follow up individually.
• Use tools that let people vote or give input online, not just in the meeting. Polls allow voting without pressure. Make sure any use of polls is tested for accessibility first.
• Give extra time for people to think and respond, especially in global or multilingual groups.
• If time permits, make use of silent-brainstorming. Let everyone write ideas first, then share. This avoids only loud voices being heard.
• Make use of small group discussions. Break into small groups to talk, then share ideas with the larger group.
• Allow people to rank options instead of choosing only one if you have an issue reaching consensus.
• Document decisions and reasons by sharing written records so everyone sees what was decided and why.
• Ask quieter members or those with less power if they agree or have concerns before finalizing.

Quick actions

• Give a simple overview that shows all the important documents, where to find them (links or location) and a short summary of what each document is for.
• Highlight document sections that are most important for the current work.

Long-term actions

• Offer orientation sessions or “office hours” where chairs or experienced members explain key documents and answer questions.

Quick actions

• Plan extra time (20-30%) more than you think is needed.
• Share clear timelines and documents upfront and update them with member input.
• Break big tasks or decisions into smaller steps with clear deadlines.
• Remind members of deadlines in advance.
• Build in buffer time for submitting deadlines, especially for people with access needs, and people in different time zones or languages.
• Adjust timelines if more time is needed for accessibility, translation, or review.
• Allocate enough time for members to review especially long documents at a manageable pace.
• Where possible, break large reading loads into prioritized chunks.

Quick actions

• Select venues with accessible entrances, restrooms, elevators, and parking.
• Provide seating for wheelchairs, quiet areas, and easy access to exits.
• Use lighting so that people can see faces and interpreters.
• Reduce background noise where possible.
• Offer breaks and allow people to step away without judgment.
• Provide quiet rooms where assistive technologies can be used.
• Ensure access to tech support, adapters, charging stations, and different plug types.
• Avoid working discussions over meals in noisy or informal spaces unless accommodations are provided.
• Remind members not to hold important conversations unless the full committee is present.

Quick actions

• Platform & Tools
  • Use reliable platforms with accessibility features (e.g., Zoom, Microsoft Teams).
  • Ensure platforms work with screen readers, braille displays, hearing aids, and other assistive technologies.
  • Encourage the group to choose collaboration tools together and decide how they will use them to best accommodate everyone. For example, many screen reader users prefer to have the chat feature disabled in a video conference or used very sparingly so that they aren’t listening to a speaker and the chat at the same time.
  • Allow flexibility and customization so tools can work with individual needs and assistive technology.
• Documents & Materials
  • Share all documents before the meeting in accessible formats.
  • Avoid live editing that screen readers or translation tools cannot follow or make sure to read out and describe all changes that are being made
  • Use screen sharing consistently and describe visual content for people who are blind or have low vision.
• Speaking & Participation
  • Remind participants to say their name before speaking.
  • Make sure only one person speaks at a time; raise hands before speaking and avoid talking over others.
  • Use inclusive language.
  • Explain jargon and abbreviations.
  • Keep captions on for everyone.
  • Ask participants to mute themselves if not speaking to reduce background noise.
  • Offer ways to participate without speaking such as chat, email, shared documents.
  • Repeat questions or comments from participants for clarity.
• Meeting Management & Inclusivity
  • Provide breaks and allow people to step away without judgment.
  • Allow anonymous feedback or a way to talk directly to the chair.
  • Share clear meeting rules so everyone knows how to take turns and ask questions.
  • Check in with quieter members to make sure they are included.
  • Offer virtual attendance for all meetings so people with mobility, transportation, or health challenges can participate.

Quick actions

• Use plain language and avoid technical jargon when possible.
• Include infographics, diagrams, and visual explanations to break down complex concepts. Ensure that all visual items include textual descriptions and alt text where appropriate.
• Use real-world examples to ground abstract ideas.
• Maintain a living glossary of technical terms and acronyms
• Include a summary page at the beginning of each document outlining its purpose, key content, and its relevance to other work
• Ensure all documents including drafts, meeting notes and final publications are accessible from the start, and throughout the collaboration process not just at the end of the process
• Publish standards in accessible formats like properly structured Word documents and tagged PDF documents

Long-term actions

• Train chairs and committee members in accessible document creation practices

Quick actions

• Offer translation and sign language/interpretation support from the start and make it normal for everyone to use.
• Test whether transcripts are working in advance.
• Use the automated transcript feature in video conferencing applications and save transcripts to share after the meeting. Check the saved transcripts for any errors or discrepancies after every meeting has ended.
• Give extra time for discussions and allow follow-up later, especially in international groups.
• Rotate meeting languages based on members’ needs, and provide interpretation when needed.
• Support smaller working groups in members’ native languages so they can participate more fully.

Long-term actions

• Create a travel fund to help cover extra costs like accessible hotels, support workers, or accessible transportation.
• Set aside emergency funds for unexpected access needs during travel.
• Provide clear information about what is covered and what is not
• Offer travel grants that people can apply for easily.
• Make the funding process simple, accessible, clear and quick.

Quick actions

• Share travel guides and advice from disabled and Deaf people who have previously attended similar meetings.
• Make a shared document or online space where people can share travel tips, resources, and experiences.
• Match first-time travelers with a “buddy” who has similar access needs and has traveled internationally before.
• Assign an accessibility contact person for each in-person meeting, including someone available at the venue to help.
• Provide an accessibility guide for each host city, with local information and tips.
• Offer a travel checklist and packing list that includes medications, mobility aids, chargers, and required documents, and provide information about possible travel restrictions when crossing international borders (for example, rules related to carrying certain medications, medical supplies, or assistive devices).
• Arrange a contact person for travel questions and support.
• Share information about accessibility at the venue including entrances, elevators, and bathrooms.
• Provide clear details about transportation including accessible taxis and public transit options.

Quick actions

• Make it clear that anonymous feedback is allowed and welcomed.
• Don’t ask for extra personal details unless they are truly needed.
• If you use an online form, don’t require people to log in.
• Explain what information will be kept private, and what might be shared.
• Tell people how the feedback will be used, and who will see it.

Long-term actions

• Let people share feedback without having to share their name or email publicly. For some people, being anonymous helps them feel safer and more comfortable being honest.
• Make sure anonymous feedback is treated seriously and not dismissed.

Long-term actions

• Let people share feedback anytime, not just during scheduled review periods.
• Accept input from individuals, organizations, and communities whenever issues or improvements are noticed.
• Clearly explain how to give feedback and what supports are available (e.g., plain language, captions, sign language/interpretation, screen-reader friendly).
• Make feedback channels easy to find and use, such as online forms, email, phone lines, or mail.
• Track and respond to feedback promptly so people know their input matters.
• Regularly review and act on feedback to improve standards over time.
• Share updates with communities on what changes were made because of ongoing feedback.
• Ensure feedback loops are inclusive, so all voices, especially from underrepresented groups, can be heard.

Long-term actions

• Decide ahead of time what you will do if participation goals are not reached.
• Consider extending the comment period, changing your outreach approach, or building new relationships with groups that were not well represented.
• Set clear “minimum” targets, for example: number of participants, or key groups that must be included.
• Check progress early so you still have time to adjust.
• If you’re missing key voices, pause and fix the outreach instead of moving forward anyway.
• Ask community partners why people didn’t participate and what would make it easier next time.
• Add new accessible engagement options, like phone calls, short sessions, or one-on-one interviews.
• Extend timelines if needed, especially for reviewing documents.
• Document what didn’t work and what you changed, so the process improves over time.

Quick actions

• Explain clearly how people can send feedback, and what help or support is available.
• Give people more than one accessible way to report problems they encounter during submitting feedback.

Long-term actions

• Let people share feedback in different ways, like an online form, email, physical mail, phone, or small group sessions.
• If you want feedback from a specific group, use a method they already trust and feel comfortable using.
• Choose feedback options that fit the community you’re working with.

Quick actions

• Keep a public record of the work and ensure it is shared in accessible formats. For example, use a blog or webpage to share updates, older drafts, and what changes were made because of feedback.
• Be clear about what you can change and what you cannot change.
• Follow up after people give feedback to show what you heard and what you did with it. If feedback isn’t used, explain why.

Long-term actions

• Make connections with D/deaf and D/disabled organizations and engage according to their preferences and direction.
• Avoid over-consulting the same people. Rotate participation and respect fatigue.
• Work with technical committees and people from equity-denied communities to agree on the goals for an engagement.
• Share updates regularly, not just at the end, so participants can see progress.
• Share specific examples of how feedback from D/disabled and D/deaf people led to changes in the standard, the process, or even the project team. This shows the engagement was real and not just for show.

Quick actions

• Show accountability and build trust with Disabled and Deaf people
• Use inclusive approaches for decision-making
• Empower chairs and facilitators to manage conflict

Long-term actions

• Give extra attention to feedback from groups that face barriers, especially when deciding what changes to make.
• Write down and share the rules you use to accept or reject feedback. Don’t dismiss feedback as “out of scope” without a clear reason. If you don’t use someone’s feedback, explain why.
• Share the decisions you made and what happened as a result. This builds trust and shows that people’s time and input matter.

Long-term actions

• Make standards freely available or provide access opportunities for people who are not corporately funded.
• Provide versions in plain language so everyone can understand.
• Offer alternative formats, like screen-reader–friendly files, braille, or sign language/interpretation videos.
• Translate standards into other languages when needed to reach diverse communities.
• Ensure the website or platform where standards are published is fully accessible, including keyboard navigation, captions and high-contrast options.
• Allow downloading and offline access so people without consistent internet can still use the standards.
• Clearly explain how to access different formats and who to contact for help.
• Keep the publication updated and easy to find, with a central, accessible location.

Long-term actions

• Check how the standard works in real-life situations, not just on paper.
• Use surveys, community meetings, or one-on-one consultations to hear from people most affected.
• Focus on feedback from D/deaf, D/disabled, and other equity-denied communities.
• Track whether the standard meets its goals and solves the problems it was meant to address.
• Use the findings to decide whether to keep, revise, or retire the standard.

Long-term actions

• If a standard is outdated but still useful, let affected communities suggest updates or improvements instead of withdrawing it completely.
• Provide clear instructions on how to request revisions for standards and what kind of changes can be made.
• Use multiple accessible channels for submitting revision requests, such as online forms, email, phone, or mail.
• Share outcomes of revision requests publicly to show how input influenced the standard.
• Track and report revisions to show continuous improvement and maintain trust with communities.

Long-term actions

• Work with diverse communities to create clear rules for reviewing whether a standard should be withdrawn.
• Include technical, legal, social, and disability perspectives when making decisions.
• Ask key questions, like:
  • Is the standard still being used?
  • Does it still solve an important problem?
  • Who would be most affected if it were removed?
• Treat withdrawal like a review process: involve the public, especially the people most impacted, to help shape the criteria.
• Make the process transparent so everyone understands how decisions are made.
• Document and share the reasoning behind any decision to withdraw a standard.
• Update the criteria regularly based on feedback and real-world impacts.

Long-term actions

• Issue a public “notice of withdrawal” using multiple ways to reach people and share it with relevant community groups.
• Ask for input on how the withdrawal could affect people, especially equity-denied groups, and give enough time to respond.
• Let affected individuals and groups influence the decision before it is finalized.
• Use multiple accessible channels to share withdrawal notices, like email lists, newsletters, websites, community networks, accessible PDFs, ASL/LSQ videos, and direct outreach to known users.
• Create a searchable public archive of withdrawn standards, including:
  • Why each standard was withdrawn
  • What has replaced it (if anything)
  • How to access older versions if needed
• Make all materials easy to understand in plain language and accessible formats.
• Keep the process transparent so communities know their feedback is considered.

Long-term actions

• If a standard is outdated but still useful, let affected communities suggest updates or improvements instead of withdrawing it completely.
• Provide clear instructions on how to request revisions for standards and what kind of changes can be made.
• Use multiple accessible channels for submitting revision requests, such as online forms, email, phone, or mail.
• Share outcomes of revision requests publicly to show how input influenced the standard.
• Track and report revisions to show continuous improvement and maintain trust with communities.

Long-term actions

• Provide clear information about what the withdrawal means and who it affects.
• Share alternatives, replacement standards, or temporary guidance people can use instead.
• Offer support where needed, including technical and legal guidance.
• Consider a grace period, so people have time to adjust and transition.

Long-term actions

• If the public hasn’t had a chance to give feedback yet, include a period for them to do so.
• Make it clear in the notice that the withdrawal decision is not final.
• Explain how and when people can submit feedback.
• Provide plain language summaries that cover:
  • Why the standard might be withdrawn
  • What the potential impacts are
  • Key timelines for the process
• Share all information in accessible formats, such as screen-reader friendly documents, PDFs, captions, and sign language/interpretation videos.
• Keep language simple and direct, so everyone can understand the notice.
• Highlight who to contact for questions or additional support.