A reference point for inclusive planning.
Estimated reading time: 4-6 minutes
Why create them?
Across different services, projects and events, I keep seeing the same accessibility needs and inclusion challenges appear again and again. They are rarely new or unpredictable, they almost always follow consistent patterns.
The nature of disability doesn’t change whether you are selling a product, explaining a service or hosting an event.
I’ve lost count of how many times I’ve been asked for details of my own access needs by well intentioned project teams who had already progressed too far to be able to actually accommodate me.
So for this page I’ve collated a set of universal inclusion truths – things most digital inclusion and accessibility specialists already know to be true about access needs – so that teams who don’t have our level of knowledge don’t need to keep starting from scratch every time they begin a project.
I cannot stress enough that these truths are not designed to be a checklist, and do not replace listening to your customers. They exist to provide a baseline, so inclusion is designed in from the start rather than added later, and to free you up to think about the specific customer needs that might be unique to your project.
The truths
1. There is no “normal” user
People engage with services in different ways depending on their needs, context and circumstances. Designing for an average is designing for nobody.
- Some people need information visually, some verbally, others both.
- Some people can attend events in person, others cannot.
- Some people use assistive technologies to navigate digital content.
- Some people use visual, hearing or mobility aids.
Rigid designs that only allow one “default” way of engaging will always exclude someone.
What this means in practice:
Plan multiple ways for your customer to access, understand and participate from the start.
2. Access needs are mostly predictable
Many access needs appear consistently across different contexts.
Including but not limited to:
- captions and transcripts for audio or video
- keyboard access and assistive technology compatibility
- plain language and clear structure
- the ability to enlarge text
- microphones in shared spaces
These should never be treated as unexpected or optional.
What this means in practice:
Plan for what is already known to be needed, rather than expecting individuals to request it.
3. Access needs don’t switch off
People cannot pause or set aside their access needs depending on the situation.
If a service, system or event cannot or does not accommodate those needs, there will be an impact on whether someone can participate.
This impact may not always be visible to you – but it is always present.
Disabilities are more inconvenient to live with 24/7 than they are to accommodate for.
What this means in practice:
Design decisions should assume that access needs are continuous, not situational.
4. Certainty and timing are part of access
Access is not only about what is provided, but also when and how clearly it is communicated.
- Late or unconfirmed adjustments cannot be relied on
- Unclear information makes planning difficult or impossible
- Uncertainty can prevent participation entirely
What this means in practice:
Provide clear, timely, and confirmed information about how people can access and engage. Don’t force people to risk their health or safety to engage with you.
5. Asking people what they need is not enough
Asking about access needs is important, but if it’s the primary approach it often just shifts effort onto the individuals with access needs.
Without a clear baseline:
- people need to repeatedly explain their needs or disclose personal information
- expectations are unclear
- adjustments may not be feasible after decisions are made
What this means in practice:
Combine listening with proactive planning based on known needs. Take primary responsibility for the inclusivity of your project, don’t shift it onto your customer.
6. Flexible and hybrid approaches are better for everyone
Disabled people are not edge cases. We are the canary in the coal mine – what excludes us often degrades the experience for everyone.
Flexible options benefit:
- disabled people
- carers
- people managing fatigue, illness or injury
- people with competing responsibilities
What this means in practice:
Be creative and flexible in your design, rather than trying to dictate or micromanage participation.
7. Inclusion improves when organisations remember what they learn
Accessibility knowledge is often gained repeatedly by separately teams but not carried forward by the organisation.
When learning is not shared or embedded:
- the same issues reappear
- individuals must raise the same needs repeatedly
- progress depends on who is involved
What this means in practice:
Treat inclusion as organisational knowledge, not individual responsibility. Embedding inclusive practices will save you time and money in the future.
8. Simplicity and clarity improve access for everyone
People process information in different ways and at different speeds.
Complex language, dense content, and unclear structures can create barriers, even when something is technically accessible.
This affects people:
- with cognitive or learning disabilities
- experiencing stress or fatigue
- using assistive technologies
- navigating unfamiliar systems
What this means in practice:
Design for clarity, simplicity and ease of understanding, not just technical accessibility.
How to use these truths
These truths are intended as a starting point for planning, not a complete solution.
When beginning work, ask yourselves:
- What do we already know will be needed?
- Where might people be excluded if we follow an inflexible approach?
- What needs to be designed in from the outset rather than added later?
Use these questions alongside:
- user research
- lived experience
- feedback and insight
Listening remains essential – but it is most effective when it adds nuance to a solid, inclusive baseline.
What this means overall
Inclusion is not about discovering needs for the first time on every project. It’s about challenging assumptions, recognising patterns, planning earlier, and acting on what is already known.
These truths help prevent avoidable exclusion by making that complexity visible from the start.
Next: We explore the predictable nature of many access needs, and how you can consider them by default each time you start a project.
