Understanding disability.Disability Dynamics model.You can see our very simple modelthat we believe covers most disability issues: giving priority to “attitudes” over the common perception that “lifts and ramps” are most important. The model also directly links to the key elements of discrimination . The “Barriers to Employment” paper is an example of the model in practice.Most disabled people don’t describe themselves as such.We think that one of the most important findings of research undertaken by the Government’s Office for Disability Issues was that about two-thirds of people who come within the legal definition of disability don’t use that word to describe themselves. This can mean that, if your organisation asks questions about disability, you may be getting the wrong answers. You can download our short guide on disability etiquette.Effects of acquiring a disability.The majority (about 70%) of disabled people acquire their impairments during their working lives. As part of our Help to Work activities, we developed a very simplified projection of the potential additional consequences on their lives plus their potential support needs.Knowing local demographics.To make our Help to Work activities relevant and effective, it was vital to have a better sense of local numbers/proportions of disabled people and the economic consequences - basic market research. While the paper and the pie chart are specific to parts of Derbyshire, the give ideas about what data is available and its significance. These changed partners’ understanding of potential clients, their needs and scale so that organisations could adjust their services and improve their own sustainability.Information Technology.The majority of disabled people are “on the wrong side of the digital divide” which can have significant impact on their employment prospects (including running successful businesses), training and communications. Equally, organisations relying on e-business can be missing out on a customer-base representing some 20% of the population with a spending power of about £80 billion per year.