I remember in school we learned about the fire-triangle. Fuel, Oxygen and heat are required to make a fire burn. If you remove any of those things from the equation, the fire will use up what it has left and eventually burn out.
We can think of accessibility in a large organisation in the same way. There are 3 core parts. Compliance, education, and culture. If you lack any of these 3 things over a sustained period of time, the strategy is unsustainable and your ability to consistently deliver accessible services will burn out.
As an interaction designer, I hear a sentence at least once on every project I work on. “We can’t do that because [insert mediocre excuse here].”
A lot of the time this is because of technology restrictions. We can’t integrate with legacy systems. Or, we can, but the legacy system wants the information in a ridiculous format. So we have to change the design to ask for a mandatory middle name, where people have to write “none” in the box to progress. Urgh.
It’s easy to make a snap decision, bow to peer pressure and change the design. After all, we don’t want to waste our time designing something that’s not possible.
The biggest problem with one-page-applications, is they create a terrible experience for people using screen readers.
There is a cognitive issue. Users have to maintain a mental image map of the page in all it’s states. If they click something, and some new content appears. How does your user know what has changed? How do you make them understand what they cannot see? How do you orientate this to their mental map they have been building?
The idea of design-reuse has been around for many years. Walt Disney reused many scenes. They also reused entire characters. Cartoon creators called this reanimation. It’s the process of tracing over existing frames to save time and money.
You may not have noticed before, but Disney’s Baloo and Little John are almost identical. They were even voiced by the same person, Phil Harris.
When I first started working for Government, I found flexi-time awkward. Until this point, my entire career had been fixed working patterns and strict start times. If I was 1 minute late, my boss would dock my wages by 15 minutes. So, it seemed alien to me to have any flexibility at all.
Because bad organisations had conditioned me for over a decade, I thought there must be a catch. I assumed it was one of those things where people say one thing but mean another. I thought if I came in 30 minutes late people would act fine to my face, but there would be a secret strike against my name. If I chalked up enough strikes I’d get disciplined. The last place I worked loved this secret strike system!
The plugin went down well. At least, it did, until the GOVUK frontend styles got updated. Since then, a dozen or so people have tried to use the plugin but found it doesn’t work anymore. It’s been sat in my Trello board of to-do’s for the best part of a year.
The thing is, I thought I built the plugin off the back of a user need, and I was happy when people praised my work. But in reality, I think I missed the point. As did everybody that used it.
In Government our digital services get assessed at each stage of their journey. From Discovery into Alpha. Alpha through Beta. And Beta into Live. Every service that ends up on GOVUK will have to go through this. Each one assessed against the service standard for Government.
A panel of trained assessors will conduct the assessment. Each panel member from a different discipline within digital. The panel will cover the team setup. Their design and research, and their chosen technology stack.
From my time as an assessor, I’ve noticed teams don’t always conduct Alphas correctly.