Enhancing Accessibilty in the Executive Branch

Enhancing

Accessibilityinthe

ExecutiveBranch

FY13-14StrategicPlan

BuildingtoAccessibility

Accessible

Executive

Branch

Accessible

Information

Technology

Accessible

BuildingsandPrograms

ComprehensiveUnderstanding of

AccessibilityRequirements

AccessibilityObjectives

Committedto bringingabout:

•Acomprehensive understandingofaccessibility requirements

•Acoordinatedapproachtoachieving accessibility objectives

Working acrossthree primaryplatforms

•PhysicalBuildingAccessibility

•ProgrammaticAccessibility

•InformationTechnology (IT)Accessibility

Todeliveror makeavailable

•Training

•TechnicalAssistance

GuidingMechanism

Universal Access Committee

UniversalAccessCommittee

Mission:

Themissionandobjectives ofANFAdministrativeBulletin#19 aretooutline policy andprogrammatic frameworkstopromote greateraccess for citizens withdisabilitiestostatesprograms andservices,aswell astoachieve compliancewithTitleII of theAmericanwithDisabilitiesAct and relatedMassachusetts andfederallawsand ExecutiveOrder 526.

ANF AdministrativeBulletin#19appliestoeachagencyofthe executivebranchand isinstructive guidancetoeach state agencythatreceives capital fundingpursuanttotheannual capital budget. PursuanttoAdministrativeBulletin#19,there is herebycreatedaUniversalAccess Committee (“UAC”), whichshallserveas aninter-secretariat workinggroup,to develop andrecommend approachestofulfillthemissionand objectives ofANFAdministrative Bulletin#19.

UniversalAccessCommittee

Composition:

•AssistantSecretaryforAccessandOpportunity,Chair;

•AssistantSecretaryfor CapitalFinanceandIntergovernmental

Affairsorhisdesignee;

•DivisionofCapitalAssetManagement– tworepresentatives;

•DirectoroftheMassachusettsOfficeonDisability(“MOD”)or herdesignee;ChiefInformationOfficeroftheCommonwealth orhisdesignee;

•ChiefHumanResourcesOfficerorhisdesignee;

•DirectoroftheOfficeofDiversityandEqualOpportunity;

•CivilRightsDivisionoftheOfficeoftheAttorneyGeneral–one representative;

•Secretary,eachexecutiveofficeoftheexecutivebranch, includingtheMassachusettsDepartmentofTransportationor her/hisdesignee;and

•FourotherindividualstobeappointedbytheAssistant

SecretaryforAccessandOpportunity

UniversalAccessCommittee

UniversalAccess Committee isan inter-secretariatworking groupwhich

•Identifiesissuesandconcernsregardingaccessibilityto buildingsandprograms;

•Coordinatesthedevelopmentandimplementationofawork planrelativetoexecutiveagencyexecutionofstrategicself assessmentsandthedevelopmentoftransitionplans;

•Workstoconnecttheidentificationofaccessibilitychallenges toformalmechanismsthatcanaddressthem;

•Servesasa bridgebetweenandamongexecutivebranchand otherpublicagencies;and,

•Bringsforwardpolicyrecommendationsandprogrammatic approachestoaddressaccessibilitychallenges

UniversalAccess Committee is nota decision-making bodyin thatit doesnot take the placeofagencies responsiblefor ensuringaccessibility

UniversalAccessCommittee

Acomprehensiveunderstandingof accessibility requirements

EncapsulationofADACoordinationRolesand

Responsibilities

Coach,Consultant,Advisor,Coordinator,CommunityLiaison

ADACoordinatorJobDescriptionreflectsmultifacetedrole

Responsibilitiesexistnomatterhowweorganizeto accomplish

Acoordinated approachto achieveaccessibility objectives

BuildingandProgrammaticAccessibilityRoadmap

InformationTechnologyAccessibilityRoadmap

UniversalAccess Committee

BuildingAccessibility

ProgramAccessibility

ITAccessibility

Building/Programs

AccessibilityRoadmap

TheElements

•Developinga phasedapproachtoidentifyingunknown accessibilitychallenges

•Developinganagencystrategicself-assessmentprocessthat identifiesaccessibilitybarriers

•Ensuringthat agenciesworkaccordingtothephasedapproachto Identifyunknownaccessibilitychallenges

•Implementanagencystrategicself-assessmentprocessthat revealsaccessibilitybarriers– bothphysicalandprogrammatic

•Implementanagencytransitionplanthat establishesaroadmap for addressingbarriersrevealedviatheagencystrategicself- assessment

FacilitatingAgencyAction

Training

•WorkingwithMassachusettsOfficeonDisabilityandDivisionof CapitalAssetManagementtodevelopa coordinatedtraining programforADACoordinatorsandFacilityManagers

•WorkingwithMODandITDtodevelopa coordinatedtraining programrelativetoITaccessibility

TechnicalAssistance:

•WorkingwiththeDivisionofCapitalAssetManagementto implementaninternalmechanismthat canlendtechnical assistancesupporttoexecutivebranchandotheragencies (MasterServiceAgreement)

InformationTechnology

Roadmap

Background

•In2005,individualsoftheMassachusettsdisabilitycommunity expressgraveconcernstoannouncementbythe Commonwealth’sInformationTechnologyDivisionofa proposaltoadoptstandardsthatwouldhaverequired

agenciestouselessaccessibleopensourcedesktop programs

•In2006,theMassachusettsOfficeonDisability,theInformation TechnologyDivisionandtheExecutiveOfficeofHealthand HumanServicesbroughtforwardandsignedaMemorandumofUnderstandingthatestablisheda frameworkfor addressinginformationtechnologyandaccessibilityissues.TheMOUcoveredthefollowing:

–Mandatoryaccessibilitylanguagetobeincluded insolicitations forIT

solutions(systems).

–Requirementsforthirdparty testing relative toaccessibility

–Enforcementof ITDWebAccessibility Standards

–Contractedsystemsvendorstoprovideaccessibletrainingmaterials and tocoordinatewithagencypersonnel toidentify employees requiring an accommodation

–SoftwaredevelopedpostMOU requiredtomeetbenchmarkstoensure accessibility

•ITDopens,equipsandstaffsAccessibilityLaboratory

Defining NextSteps

•Muchpositiveactivityhastakenplaceasaresultofthe2006

MemorandumofUnderstanding;however,wecandomore anddobetter.

•Additionally,muchhaschangedwithintheExecutiveBranch since2006andourfutureeffortsshouldtakeintoaccount theseorganizationalchanges:

–ExecutiveOrder 517–coordination,standardizationandautomationof

ExecutiveDepartmenthumanresourcesunits,

–ExecutiveOrder 532–coordinatingandcentralizingthemanagementand operationoftheExecutiveDepartmentinformationtechnologysystems, and

–ExecutiveOrder 533–improvedcoordination,centralizationand implementationof bestpracticesatthesecretariat-levelofstateagency procurementsandtheoversightandaggregationbytheOperationalServices Divisionofall procurement

•In2011,theOfficeofAccessandOpportunityconveneda workinggroupconsistingof representativesoftheInformation TechnologyDivisionandtheMassachusettsOfficeon Disabilitytodeveloparoadmaptoachieveenhanced accessibilityininformationtechnologyacquisition,deployment andutilization

Areasof Effort

EnhancedAccessibilityintheAcquisition, Deployment

and UtilizationofInformationTechnology

Governance / Procurement
ITD-ledEfforts / Training

Governance

•Createbridgeamongtheconsolidationexecutiveorders (procurement,IT,HR)throughtheissuanceofeitheran administrativebulletinorotherpolicyguidance

•Establishmechanismthroughwhichemployeeswhobelieve non-accessiblechangestoITsystemsarebeingcontemplated cananonymouslyseekhelpfromITD

•Createanewposition:MODITAccessibilitySpecialist

•Revisemitigationprocess,standardlanguage,and accessibilitycontractlanguagetobettercommunicateto vendorsandagenciesthemitigationprocess

•ClarifytheroleoftheSecretariat/AgencyADACoordinator

RoleinInformationTechnologymatters

•Requirethat largecapitalfundedITProjectsaresufficiently fundedfor accessibility

Governancecontinued

•SecretariatCIOinconjunctionwithSecretariatADA CoordinatortoreviewITprocurementsinvolvinguser interfaceswhenprocurementmeetscertaincriteria(tobe definedbyITDandMODandtobebasedonfactorssuchas numberofendusers,whethersystemispublicorinternally facing,dollaramountofproject,etc.).

•SecretariatCIOinconjunctionwithSecretariat/AgencyADA Coordinatortobeco-responsiblewithprocuringagencyfor determiningthat accessibilityquestionsareaskedin solicitation,responsesarereviewed,mitigationprocess initiatedifnecessary,andaccessibilityissuesidentifiedand addressed

•CreateaLargeProjectAccessibilityAdvisoryBoardtoprovide advisoryserviceswithrespecttoalllargeITProjects(i.e. thoseovera particulardollarthreshold,suchas$1,000,000)

•RequireITDandANFtoperforma highlevelassessmentof ongoingappropriatedITbudgets(across8secretariatsand ITD)toadequatelysupportITaccessibilityneeds

•Work withAgenciestoensurethat theydeploymostup-to- datesoftware

Procurementactivities

•Createstatewidecontractfor procurementofaccessibility toolsandrelatedservices,replacingcurrentagencycontracts

•RenewtheexistingITS34outsideaccessibilitytestercontract;

innextcontract,includeconsulting,remediation,andtraining

•Explorethepricedifferentialbetweenaccessibleand inaccessibletelecommunicationsproductsanddetermineif timeisripefor requiringaccessibilityinallormostsuch productsonstatewidecontract

•EnsureCommPASSpostingsaddressaccessibility

•DefineintermediatesizedITprocurementsandpureCOTS procurements,anddevelopanappropriatelyscaled accessibilityrelatedprocurementprocessfor them

ITDledefforts

•Becomeanactiveparticipantinusergroupsfor majorsoftware vendors,andarticulateaccessibilityneeds,andlearnabout accessibilitysolutions,throughthoseforums(thismaybe ownedbyor sharedwithMODITAccessibilitySpecialist)

•Obtainalicenseforself-testingtoolsinstalledatITD that agenciescanusetotest webcontentandsystems

•CombineITDWebandGeneralAccessibilityStandards

•CreatesafeharborinITDstandards

•AddressHomeGrownSolutions

Trainingtobedelivered

•TrainSecretariatandAgencyprocurementofficersin accessibleprocurement

•Trainagencywebstaffintheaccessibilitytoolsbuiltintonew

ITDcontentmanagementsystem

•Briefagencylegalcounselonchangesindisabilityrightslaw relatedtotechnologyandtelecommunication(thismaybe ownedbyand/orsharedwithMODITAccessibilitySpecialist)

•RaiseconsciousnessamongsecretariatLANteams,through training,ofimpactthatupgradesandnewsystemscanhave onpre-existingaccessibleapplicationsandaccessibilityin general

•IdentifyandtrainExecutiveDepartment’sinternaldevelopers

•ProvideeachExecutiveBranchAgencyHead(includingsenior management–ChiefofStaff,ChiefProcurementOfficer, GeneralCounselandADACoordinator)Information

TechnologyAccessibilityAwarenessTraining

Required ElementsforSuccess

Leadership

Commitment

ConsistentEffort

Funding

LinkageofEffort

IntegratedFacilitiesManagement

“Integratedfacilitiesmanagementthrougha sharedservicesapproachcreatesthe opportunity to reform facility managementpractices,enhance maintenancestandards,modernizethe workforce, improvethe environmentforemployees,achieve cost-effectiveness,andresultingreater customer satisfactionforclientagenciesand the general public.”

-GovernorDevalL. Patrick

ProjectDescription

Statefacilities,alongwiththestaffwhomanagethesefacilities, playacriticalroleintheservicesthat theCommonwealth deliversto residentsacrossthestate.

Historically,managementofstate-ownedfacilitieshasbeen agency-andlocation-driven,resultinginfacilitiesorganizations andfunctionsthat operateinsilos,withlimitedstandardization andsharingof resources.

IFMistheefforttobringitalltogether,useourresourcesinthe mosteffectivewaytohelpagencycustomersdeliverontheir mission,andmaintainandprotecttheassetsofthe Commonwealth.

TheDivisionofCapitalAssetManagement(DCAM)isleading thiseffortonbehalfofSecretaryGonzalez,asthestateagency assumingresponsibilityforfacilitiesmanagementacrossthe Commonwealth.

Theintegrationeffortisnotexpectedto resultinareductionin thecurrentFMworkforce.Asneedsarebetterdefinedand optimizationofportfolioadministrationisimplemented,IFMwill likelyrequireaninitialinvestmenttoprovideadditionalexpertise totheFMstaffingmodel

MovingTowardstheFuture

Yesterday

Tomorrow

Agencysilosandlocationdriven facilitiesmanagementoperations

Integratedandstandardizedfacility managementcapabilitiesacrossthe Commonwealth

Nonstandardbudgetingpractices andaccountingforFMcosts acrossagencies

Centralizedapproachtofinance, includingeffectivechargeback methodsandmodels

Limiteddeferredmaintenance investmentresultingin missed opportunities

Deferredmaintenancebecomes budgetaryandorganizationpriority

Internallyfocusedorganization deliveringinconsistentlevelsof service

Customerfocusedculturedelivering highstandardsandservice

Voluntary,restrictedtraining opportunitieslimitingstaff participation

Comprehensiveprofessional developmentprogramalignedtoa

21stcenturyworkerandskills

ProjectGoals

Effectiveness

Improvingqualityof servicesthrough consistentstandards,unifiedpolicies, clearguidelinesandrobustmeasures.

Efficiency

Organizingourstaffandservice deliverymodeltosupport Commonwealthfacilityneeds, facilitatecollaboration,andoptimize resources.

Environment

Engagement

Providinganaccessible,physically safe,environmentallysustainable, andcomfortableworkplace.

Engagingouragencieswith superiorcustomerserviceby engagingouremployeeswith meaningfullearningincentives andcareeropportunities

FutureBenefits

Effectiveness

•High qualityfootprint expansionof energyprojects

•Increasedmanagementfocuson strategicactivities versus tactical repairs

•Sound governanceanddecision- makingprocessesfocusedonthe holisticneedsoftheCommonwealth

facilities

•CommonStandards

Efficiency

• Improvedproductivityviashared services andknowledgesharing

• Enhancedeconomiesofscale associatedwithintegrated managementapproach

• Increaseduseof datatomanage operationsandbetterinsightinto performancemetrics

• Refinedprocessforallocating capitalspend

Environment

Engagement

• Reducedenvironmentalfootprintand expansionof energyprojects

• Standardizedprocessforretrofittingand retro-commissioningfacilities

• Improved workplacedriving

• Increasedworkerengagementand productivity

• Consistentfocusonaccessibility standards

• Enhancedstaffdevelopmentand trainingprogram withclearcareerpaths

• Proactivecustomerrelationship program

• Strategicalignmentoffacilitieswith agencybusinessneeds

• Regularnetworkingandinformation- sharingopportunities

IFMUAC

Establishingclearlinkages

•TheUACandtheIFMwillworkin acoordinatedmanner to facilitate attainmentof our collectivegoals andobjectives as theyrelatetoaccessibility;

•TheUACChairalso sits ontheIFM GovernanceCommittee – willfacilitatesharing of informationand coordinationof agendas

•Wewillusebothvehiclestodefineand recommendpolicy andprocessapproachesthatlink:

–theremovalofbarriers

–ongoingmaintenance,capitaleffortsandaccessibility improvements