What is the anti-ableism maturity model?
Our Anti-Ableism Maturity Model is a practical framework designed for leaders both of non-profits and arts and cultural organisations, and for business leaders. It supports organisations to move beyond basic accessibility, towards a process of change informed by the principles of anti-ableism and disability justice. The model helps boards and senior leaders understand where ableism exists in their organisation, what a stronger anti-ableist practice might resemble, and how to prioritise action over theoretical intention. It is not about producing a compliance checklist, but about understanding culture and systems, and redistributing power.
Why does this model exist?
Even organisations committed to inclusion can continue to reproduce ableism through their structures, decisions, and how they operate. This model exists to support leaders to:
- Understand the systemic nature of ableism
- Move from reactive adjustments to an embedded practice
- Shift responsibility from external consultants to shared knowledge and accountability
- Understand progress as a journey, not a single test or checklist
Who uses the anti-ableism maturity model and why?
This model is designed for organisational leaders, including:
- Board members and Chairs
- CEOs, Executive Directors, and Executive teams
- Senior leaders with responsibility for strategy, people and programme
Leaders use the Anti-Ableism Maturity Model to:
- Support honest decisions at board and executive level
- Inform strategy, risk and governance discussions
- Identify priority actions and areas for investment
- Strengthen their accountability to disabled communities
- Track organisational change over time
What are the levels of maturity?
There are five levels of organisational maturity:
- Foundational – widespread ableist barriers that are unexamined
- Compliant – adjustments are made to observe legal and funding requirements
- Programmatic – anti-ableism exists in initiatives and projects but change remains patchy
- Embedded – anti-ableism is built into systems and decisions
- Transformative – disabled people share power and purpose is shaped by principles of justice
These exist to guide intentional progression, not to label organisations. They are explored in every area of your organisation, with a typical focus on
- Strategy and governance
- Culture and leadership
- Policies and procedures
- Workforce
- Accessibility
- External impact
- Partnerships
What does the anti-ableism maturity model look like?
| Anti-Ableism Maturity Model | Foundational | Compliant | Programmatic | Embedded | Transformative |
|---|---|---|---|---|---|
| Strategy & Governance | No anti-ableism strategy; disability not considered; decisions reinforce ableist norms. | Disability considered mainly for legal obligations; responsibilities unclear. | Disability inclusion plan exists; some governance involvement of disabled people. | Anti-ableism embedded in strategy; co-design used for major decisions. | Disability justice is core to strategy; co-governance with disabled people; sector influence. |
| Culture & Leadership | Ableism unrecognised; stigma and stereotypes common; disclosure unsafe. | Leaders acknowledge legal/HR obligations; training minimal or compliance-focused. | Leaders symbolically champion inclusion; ERGs form; awareness training improves. | Leaders model anti-ableist behaviour; accountability mechanisms; psychological safety strong. | Leaders advocate for disability justice; lived-experience leadership normalised. |
| Policies & Procedures | Policies create barriers; accommodations unclear or inconsistent. | Basic accessibility/accommodation policies exist; inconsistent implementation. | Policies reviewed for bias; clear accommodation processes implemented. | Policies routinely reviewed with anti-ableism lens; processes streamlined and dignified. | Policies co-written with disabled people; organisation influences sector standards. |
| Workforce Experience (Recruitment, Retention, Advancement) | Recruitment and systems inaccessible; disabled employee experience not understood. | Adjustments available on request; equal opportunity language added. | Processes updated to reduce bias; development pathways include disabled employees. | Accessibility built into all HR processes; equitable progression and retention. | Disabled talent actively developed for leadership; employer recognised for accessibility. |
| Accessibility (Digital, Physical, Communication) | Accessibility rarely considered; barriers widespread. | Reactive fixes after complaints; partial adherence to standards. | Accessibility audits; improvement roadmaps; standards applied to new builds. | Accessibility a baseline requirement; continuous testing and user involvement routine. | Universal design drives all environments; organisation sets sector benchmarks. |
| External Impact (Products, Services, Customers / Clients) | Disabled users’ needs overlooked; limited feedback. | Public accessibility commitments; basic service adjustments. | Disabled users included in testing; accessibility improvements planned. | Co-design with disabled users standard; accessibility drives innovation. | Organisation shapes sector norms for accessible products/services; advocates externally. |
| Partnerships & Community Engagement | No meaningful engagement with disability communities. | Occasional, transactional, or symbolic engagement. | Formal partnerships begin; community insights inform some projects. | Sustained, reciprocal partnerships; co-creation and shared decision-making. | Organisation collaborates to advance disability justice; community shapes long-term strategy. |
How do you use this model?
The anti-ableism maturity model is usually used as part of a wider audit of an organisation’s anti-ableist practice, and to inform and accompany training given to the organisation. It is designed to be supportive but challenging, naming where change is needed and offering pathways to effect that change.
If you’re interested in finding out more about the anti-ableism maturity model, please get in touch