Any time you try a new program and you want to change procedures, there's a secret word we use. Call it a pilot, and then you can do anything.
Our average accommodation was $15 and it was paper and pencil. Mostly it was trying to help the person. We had a technology called ATP—ask the person. Instead of assuming the way the job should be done, we would ask them how they would do it. For example, our requirements say use two hands to do this job, and we would never hire a person with one arm or one hand. We learned to say, “How would you do the job?”, instead of assuming they would not be able to do it because they probably had a lifetime of experience doing that.
We did not have an accommodation fund. We just took issues as they came up. I think the magic happened. Here's one thing about disabilities. It's a prejudice and a bias we have, but it's wrapped in pity and love, and we were able to use that. With a third of your workforce, or 40% of your workforce, you cannot have mascots, so it forced people to make people successful. They didn't want to fire them, so they worked their tails off to make people successful, and in the process the cover was removed from their eyes and they saw a complete person. The stories they talk about at work are not the ones about how productive this place is. It's what I did to make Johnny or Sarah successful.