For this revision,I based on the latest editor’s draft of the AMM as of April 22, 2026 plus the spreadsheet.

§3.1.1 How to Evaluate Communications Maturity Level

For the Communications dimension, determine the maturity level by comparing your organization’s proof points against the level descriptors below. See §1.1 for the general evaluation approach; see §3.1.2 for sample proof points.

• Inactive. No effort has been made, or only isolated efforts have been identified.
• Launch. Plans are in place to make internal and external communications accessible and compliant with applicable accessibility regulations, but those plans have not materialized into a cohesive roadmap. Plans also exist for providing training on accessible-communications knowledge and skills relevant to each individual’s position.
• Integrate. An accessible-communications roadmap has been developed. Some accessible communications have been delivered across internal and external media and platforms. Inaccessible communication tools are beginning to be replaced with accessible ones. An accessibility policy includes requirements for a user feedback system and a formal complaints-handling process. Training on accessible-communications knowledge and skills relevant to each individual’s position has started.
• Optimize. Authoring, editing, and reviewing processes, procedures, and tools are in place, used consistently, and regularly evaluated and refined to ensure that all internal and external communications are fully accessible. Training relevant to each individual’s position is required, measured, and monitored for improvement.

§3.2.1 How to Evaluate Governance and Oversight Maturity Level

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This uses the "Governance & Oversight" language from the current editor's draft rather than "Oversight & Culture”

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To determine the Governance and Oversight dimension’s maturity level, evaluate the proof points in §3.2.2 against the level descriptors below. See §1.1 for the general assessment workflow.

Inactive. No effort has been made, or only isolated efforts have been identified, toward integrating accessibility into the organization’s governance, policies, or oversight structures.

Launch. Proof points demonstrate that:

• the need for organization-wide governance and cultural programs around accessibility and disability inclusion has been recognized, and planning has been initiated, but with limited or ad hoc activity;
• work has begun on integrating ICT accessibility into organizational processes and governance, including policies and practices that affect employees and external audiences;
• leadership for the accessibility initiative has been identified;
• governance and cultural programs have been formulated but not yet implemented;
• plans are in place for providing accessibility governance knowledge and skills relevant to each individual’s position.

Integrate. Proof points demonstrate that:

• governance and cultural programs have been created and initially deployed;