It is often debated whether the inclusion issues for university staff with disabilities should be advocated bottom-up by users, or initiated top-down by senior management. The following motivating example illustrates that these two options are not mutually exclusive. A new entrance gate is designed to allow mainstream students the ease of access to the eastern part of The University of Hong Kong via escalators. However, elevator access was not feasible because of the landscape. We started off submitting our concern to middle management about the inaccessibility to people with disabilities (PwDs). They explained their difficulties owing to financial budget and human resource issues. They recommended alternative routes that were long and winding. The present author is a PwD and a long-term campaigner for disability inclusion. He realized the need to approach the Executive Vice-President (EVP) directly, albeit with soft reasoning rather than through legal confrontation. The EVP understood the importance of the University’s corporate image and social assets, and concurred with our plight. The bottom-up advocacy was integrated amiably with top-down leadership. A universally accessible plan was drawn up quickly. In the main paper, we will report various qualitative case studies in detail to illustrate the merits of integrating bottom-up advocacies and top-down lead in rehabilitation design. This paper is part of a series of articles by Rehabilitation Alliance Hong Kong (RAHK), which is an NGO and Disabled People’s Organization administered by people with diverse disabilities as well as people in the mainstream. We have over 5500 members with physical disabilities, visual impairments, hearing impairments, intellectual disabilities, mental challenges, chronic illnesses, as well as mainstream people who share our common goal for better quality of life for everybody. We examine the policies and administrative issues in rehabilitation, with a view to advocating disability inclusion and mainstreaming. We operate a 7-Eleven Social Enterprise Store at The Hong Kong Polytechnic University. It aims to promote open employment of PwDs and enhance their confidence and abilities. It was one of the first two social enterprises established in Hong Kong. It was selected by HBR as an MBA case study. Keywords: disability inclusion, disability mainstreaming, university staff, people with disabilities (PwDs), accessibility, bottom-up advocacy, top-down leadership, methods integration, rehabilitation design, universal design, qualitative case study

* This project is supported in part by the Community Participation Funding of the Equal Opportunity Commission of Hong Kong. 1. School of Computing and Data Science, The University of Hong Kong, Pokfulam, Hong Kong. Email:  EVERY VISITOR COUNTS: