Accessibility progress report 2025 for the Correctional Service of Canada

ACA

Accessible Canada Act

ACT

adaptive computer technology

ADCIS

Assistant Deputy Commissioner, Integrated Services

CIP

Community Integration Program

COP

Correctional Operations and Programs

CS

Corporate Services

CSC

Correctional Service of Canada

CSPS

Canada School of Public Service

CTP

Correctional Training Program

DTA

Duty to Accommodate

EE

Employment Equity

EEDC

Employment Equity and Diversity Committee

ESR

Employment Systems Review

EwDN

Employees with Disabilities Network

EC

Executive Committee

FSWEP

Federal Student Work Experience Program

GC

Government of Canada

HR

Human Resources

HRM

Human Resource Management

ICPM

Integrated Correction Program Model

ICT

Information and Communication Technologies

IMHC

Intermediate Mental Health Care

IMS

Information Management Systems

IPAS

Internal Permanent Accommodation Status

NHQ

National Headquarters

ODE

Offender Digital Education

OPI

Office of Primary Interest

OPIC

Older Person in Custody

OPSA

Office of Public Service Accessibility

PACE

Public Affairs, Communications and Engagement

PSC

Public Service Commission

PSES

Public Service Employee Survey

PSEA

Public Service Employment Act

PSPC

Public Services and Procurement Canada

PWD

Persons with Disabilities

SIU-SP

Structured Intervention Unit Social Program

TBS

Treasury Board of Canada Secretariat

WCAG

Web Content Accessibility Guidelines

WFA

Workforce Availability

You can provide CSC feedback by contacting our Accessibility Team in the following ways:

• Accessibility Feedback Form

• Email: csc_accessibility_reedback-retroaction_accessibilite_scc.gen-nat@csc-scc.gc.ca

• Phone: 1-833-390-4053

• Mail:
  
  Director, Human Resources Planning, Official Languages and Employment Equity
  Correctional Service of Canada
  9 - 340 LAURIER AVE W
  OTTAWA ON K1A 0P9

If you would like to provide anonymous feedback:

• do not state your name or provide any other identifying information (for example, your email address or phone number)
• state that you would like your feedback to remain anonymous if your email address includes your name
• do not include your return address on the envelope if you send feedback by mail

The Accessibility Team will acknowledge the receipt of your feedback using the same method that you used to communicate with us. This will not apply to feedback that is submitted anonymously.

If you ask for a response, we will respond in the same way that you communicated with us.

Finding answers to more complex issues might take time. If that's the case for your feedback, we will follow up to let you know what we're doing.

Online form or email feedback: We will respond by email within 5 business days.

Phone feedback: We will respond by phone within 5 business days.

Mail-in feedback: We will respond by mail within 15 business days upon receipt of mail, plus mailing time.

We analyze feedback for trends and patterns. We don’t identify individuals in our reports.

The only time your feedback will be connected to you is when you request a personal response from our Accessibility Team.

We publish annual progress reports in the years between accessibility plans. In these progress reports, we report on the feedback we receive and how we are taking it into consideration.

You can request an alternate version of our feedback process, accessibility plans or progress reports by the following methods:

• Email: sc_accessibility_feedback-retroaction_accessibilite_scc.gen-nat@csc-scc.gc.ca

• Phone: 1-833-390-4053

• Mail:
  
  Director, Human Resources Planning, Official Languages and Employment Equity
  Correctional Service of Canada
  9 - 340 LAURIER AVE W
  OTTAWA ON K1A 0P9

Employees at CSC will be consulted on the implementation of the Accessibility Plan as part of the required annual update process. As per the ACA annual progress reports for this plan must include the feedback on the implementation of the Plan that was received by CSC and how that feedback was taken into consideration. Upon audit, documentation will be provided to the Accessibility Commissioner.

Members of the public can submit feedback on the implementation of the Plan by using one of the methods listed above.

Offenders in the care and custody of CSC will be consulted on the implementation of the Plan through offender committees, in accordance with legislation and policy, as per section 74 of the Corrections and Conditional Release Act.

Members of the public who wish to report feedback regarding accessibility in a CSC facility can use one of the methods above or contact the institutional administration directly. Contact information (phone number and mailing address) is listed in the National Facility Directory.

Any comments, concerns, or complaints from offenders regarding accessibility of facilities can be submitted through the offender request form and, if needed, escalated through the process described in Commissioner's Directive 081: Offender Complaints and Grievances.

CSC gathers anonymous feedback on the employment experiences of persons with disabilities through the annual Public Service Employee Survey (PSES), onboarding questionnaires, and employee departure questionnaires. Employees are encouraged to speak with their manager if they are experiencing barriers in their employment situations. Under the Canadian Human Rights Act, federally regulated employers are required to accommodate the needs of individuals, or class of individuals, based on prohibited grounds of discrimination. This is commonly referred to as the “duty to accommodate.” Furthermore, the requirement to proactively identify, remove, and prevent barriers to accessibility, especially for persons with disabilities, is provided in the ACA.

The Duty to Accommodate (DTA) Program can be reached at gen-natdta-opdma@csc-scc.gc.ca. The Regional DTA Advisors phone list is available to employees on CSC’s intranet (The Hub) and contains contact information for the regional Advisors. Employees can request an accommodation by submitting CSC/SCC Form 1555 Accommodation Form to their managers.

Any person who interacts with CSC can provide feedback about barriers they encounter in programs and services through one of the methods identified above. Specific to correctional programs, Commissioner's Directive 726: Correctional Programs identifies the Assistant Deputy Commissioner, Integrated Services (ADCIS) as the individual who oversees the quality and consistency in the referral and delivery of correctional programs to all offenders across their respective region. The regional ADCIS can be reached at their respective Regional Headquarters, by phone or in writing at the address found in CSC’s National Facility Directory.

CSC's Health Services Sector promotes clinical independence and patient-centered care. This includes being the primary contact to manage complaints and grievances related to health services. Consequently, in addition to the methods above, written complaints or concerns can be addressed to the Chief of Health Services in the institution.

Any other complaints, comments, or concerns from offenders regarding accessibility of programs and services can be submitted through the offender request form and, if needed, escalated through the process described in Commissioner’s Directive 081: Offender Complaints and Grievances.

All staff at CSC are encouraged to complete the self-identification form upon hire or at any time during their career. The overall completion rate for 2024 to 2025 was 81%, with 1,236 people identifying as a person with a disability. Efforts such as newsletter updates, manager-led reminders and staff presentations were conducted to boost response rate, combat stigma and reduce fear of discrimination among employees as it pertains to self-identifying as a person with a disability.

CSC continues to anticipate the release of the Treasury Board of Canada Secretariat’s new centralized self-identification platform, which will streamline the self-identification process for employees. It will feature an expanded form that is better representative and inclusive of identities, as well as greater accessibility and security, all of which is aimed at improving self-identification response rates.

In 2024 to 2025, CSC continued to ensure that its internal website provided all hiring managers and staffing advisors with a variety of tools, resources, and training sessions and modules designed to increase accessibility awareness, reduce bias and address representation gaps for persons with disabilities. Resources and training included:

• the Human Resources Business Intelligence dashboard, which provides accessible and up-to-date information regarding gaps in representation for all equity groups, including persons with disabilities

• the Tool for Mitigating Biases and Barriers in Assessment. A bias a barriers review using this tool is required in all staffing processes

• unconscious bias training (required for all managers) and assessment process training to further assist assessment board members and hiring managers in identifying bias and barriers

Numerous advertisement requirements were put in place at CSC to make job postings more accessible to persons with disabilities in 2024 to 2025. Job postings also included language that reflects CSC’s commitment to diversity and inclusion, noting that selection may be limited to candidates from equity-seeking groups. They also provided guidance for applicants who may require accommodation. This year, wording was added to plainly define “accommodation,” and additional self-declaration questions were included in various recruitment processes to emphasize that selection may be limited to members of equity-seeking groups.

In 2024 to 2025, an internal working group was established with the objective to examine the accommodation challenges and gaps faced by candidates. Their focus was on the DTA process throughout the Correctional Officer Recruitment continuum. This included examining accommodation and accessibility needs at the application phase, through the Correctional Training Program, until a recruit’s arrival at their hiring institution. A DTA process map was developed in consultation with internal stakeholders to provide key information and requirements for each phase of the recruitment process. The map serves as a guide for all parties to ensure consistent and fair management of all DTA requests.

In 2024 to 2025, recruitment efforts for candidates with disabilities also expanded significantly. CSC’s Front-Line Planning and Recruitment team participated in eight targeted recruitment events, up from one in each of the two previous years. Other recruitment initiatives in 2024 to 2025 included:

• liaising with academic institutions and community-based employment equity organizations such as Kingston Employment Youth Services to identify persons with disabilities for employment opportunities

• sharing job opportunities on a monthly basis with Jobs Ability Canada, a virtual platform that connects job seekers with disabilities to employers

• sending 214 callout emails to organizations representing persons with disabilities, such as the Council of Canadians with Disabilities

• sharing the job poster promoting Correctional Officer positions for Persons with Disabilities widely on social media in April 2024

Complementing these recruitment campaigns are several staffing flexibilities that managers at CSC regularly use to create employment opportunities specifically for persons with disabilities. These flexibilities include the:

• Internal Permanent Accommodation Status
• Federal Student Work Experience Program
• non-advertised appointments, and
• advertised processes

The use of these flexibilities aligns with the values-driven approach of the Public Service Commission’s New Direction in Staffing. Teams across the organization reported successfully using these flexibilities in 2024 to 2025 to hire, promote, and otherwise advance the careers of candidates with disabilities while ensuring that processes remained merit-based and non-partisan.

CSC values the development of its employees with disabilities. In 2024 to 2025, management teams throughout the organization worked to identify a range of opportunities to support this group. Employees could apply their skills and abilities, develop networks outside of their daily work activities, lend diverse perspectives and acquire key leadership competencies. Opportunities including acting and assignments, placements in other organizations, special projects and micro-missions were discussed in regular management meetings across the organization.

Since the publication of the 2022 to 2025 Accessibility Plan, acting and promotion rates for persons with disabilities have seen some fluctuations:

• persons with disabilities made up 7.6% of actings in 2025. The number of persons with disabilities actings peaked in 2024 (8.1%) and has since returned to a similar percentage as seen in 2022 (7.5%)

• persons with disabilities made up 8.0% of promotions in 2025. The number of persons with disabilities promotions decreased slightly in 2024 (7.4%) but has since returned to a similar percentage as seen in 2022 (7.9%)

Of note, in 2021, prior to the implementation of the 2022 to 2025 Accessibility Plan both acting rates (6.3%) and promotions (5.7%) were lower.

As for developmental opportunities, CSC continued to support the Leadership Connexion Program sponsorship initiative. For the second cohort in 2024 to 2025, two out of 12 proteges identified as having a disability, an increase from the first cohort, which only had one. Both cohorts had a 100% completion rate for all proteges. 

In 2024 to 2025, CSC completed the 2022 to 2025 ESR. The ESR is a legislated comprehensive analysis of the organization’s employment systems, policies, and practices that aims to identify bias and systemic barriers to employment for equity-seeking employees. Through consultations, anonymous surveys, and the data captured in CSC’s departure questionnaire, CSC identified unique barriers affecting employees with disabilities similar to barriers highlighted in the 2022 to 2025 Accessibility Plan. These findings included:

• professional development and career advancement is not well supported for employment equity groups

• the DTA process poses significant challenges, including administrative burden, personal bias, and a lack of training and awareness

• employment equity groups experience a lack of representation at higher levels

• employees across all employment equity groups are reluctant to report incidents of discrimination and harassment due to inaction or fear of reprisal

• employees experience negative beliefs and stereotypes surrounding disability

• workplace culture is unsupportive of difference

These findings informed the 2025 to 2028 Comprehensive Plan on Diversity, Equity and Inclusion with the development and inclusion of measurable objectives aimed at improving representation and inclusion results. These findings will also contribute to CSC’s 2026 to 2029 Accessibility Plan.

Throughout 2024 to 2025, CSC undertook a range of communications and practical initiatives to foster a more inclusive and accessible workplace. These efforts reflect a commitment to raising awareness, engaging employees, and supporting a culture of inclusion across all levels of the organization.

Communications and awareness initiatives included:

• multi-channel outreach through emails, social media, internal newsletters, intranet updates, bulletin boards, and printed posters to promote Disability Pride Month, International Day of Persons with Disabilities, National Accessibility Week, including specific events, awareness sessions, trainings and workshops including:
  • “Interacting with People with Various Disabilities” - a virtual conference in collaboration with the Quebec Federal Council
  • a virtual panel discussion on “Disabilities and the Workplace”

  • communications on the duty to accommodate and the hybrid work model

• promotions and reminders for an accessibility audit and survey, the Self-Identification Campaign, and fire safety awareness including mobility limitations notification

• use of non-traditional communication methods such as “Prisons Inside/Out” podcast, lock screens, commissioner’s messages, and informational videos

Accessibility-promoting practices included:

• centralized access to accessibility tools, resources, training, and feedback mechanisms via the Hub, including DTA information and advisor consultations

• launch of a Health Services National Headquarters (NHQ)-based Wellness Committee with a mandate to address workplace accessibility

• continued support and guidance from the Persons with Disabilities Champion and Chair, with regular updates shared through internal communications

• development of standardized terms of reference to support grassroots networks and employee-led initiatives

• annual call from the Employment Equity and Diversity Committee (EEDC) for projects and events that promote equity and accessibility

• implementation of a robust DTA tracking and reporting system to ensure timely support

• ongoing collaboration with the Office of Public Service Accessibility (OPSA) to share best practices

• active interdepartmental cooperation on Employment Equity, Diversity, and Inclusion initiatives

Despite continued challenges with the accommodations process across the Public Service, the 2024 PSES results show that the number of accommodation requests from persons with disabilities has increased at CSC since 2022. These results could indicate an increase in confidence around accessibility in the workplace, especially when considered alongside the increase in satisfaction on how workplace accommodations were implemented (from 56% in 2022 to 62% in 2024).

Additionally, an increasing percentage of persons with disabilities reported feeling comfortable requesting an accommodation measure from their immediate supervisor (57% in 2020, 58% in 2022 and 59% in 2024). CSC continues to place efforts on improving the accommodation process where possible.

CSC continues to explore ways of implementing the Government of Canada Workplace Accessibility Passport. In 2024 to 2025, the Passport pilot project was completed at NHQ, and the pilot is now extending into the regions with discussions focused on CSC’s operational environment and ability to implement where appropriate. The next iteration of CSC’s Accessibility Plan, actions will focus on communicating clear onboarding information and how and when to use the Passport at CSC.

Additionally, CSC managers continue to take a “yes-by-default” approach towards accommodation and assistive technology requests, honouring requests and previously existing accommodations until an official decision is provided for an accommodation. Although positive reports from employees on the accommodation process and process outcomes were received in 2024 to 2025, the 2022 to 2025 Employment Systems Review findings indicated that some issues related to manager bias, lack of training, and administrative burden may remain. A feedback mechanism for DTA processes is available on CSC’s intranet site and remains available to all employees.

All relevant communications staff are trained to follow WCAG guidelines and must complete Hub editor training. In 2024 to 2025, numerous additional accessibility training sessions, workshops and presentations were offered to communications staff and clients across the organization, and over 260 employees received training on the use of plain language and creating accessible content for the web. Other key communications accessibility initiatives include:

• a 2 part training session, “Creating Accessible Content for CSC Web,” was offered to employees

• an Accessibility Centre of Expertise toolkit was officially released and shared with multiple Government of Canada departments. The kit includes user guides, processes, procedures and other tools designed to help an organization set up and operationalize an Accessibility Centre of Expertise

• updated policy instrument templates to meet accessibility standards

• a CSC Digital Strategy was developed, which includes a focus on offender access to digital services

• a writing style guide that includes guidance on plain language and accessible writing has been started

• an Accessibility Compliance and Sustainment Roadmap is under development

CSC ensures that all internal and external facing documents meet accessibility standards. This includes the review of documents submitted by clients for publication to ensure compliance with Government of Canada Web Standards, as well as random quality and accessibility control checks of published web pages on a daily basis. This year, CSC’s Digital Reference Library was reviewed and updated to meet accessibility standards.

On October 31, 2025, the National Persons with Disabilities Working Group was provided with a copy of the 2025 Progress Report, along with a set of guidance questions. Members were provided with the option of providing written or verbal feedback. 

Additionally, CSC sent an internal communication to all employees with disabilities on November 10, 2025, inviting employees to provide written feedback. The communication was also shared with the Employees with Disabilities Network. 

Questions used to guide both working group members and employees were the following:

• what is your overall opinion of the 2025 Progress Report? Please provide any specific feedback or observations

• is the report simple, clear, and concise? If not, please identify areas where the report lacks clarity or conciseness

• were all the items outlined in the report relevant to the goals and objectives of the 2022-2025 Accessibility Plan? Please indicate if there were any items you felt were missing or not adequately addressed

• in your opinion, what are some of the key areas where CSC has made significant progress in the last 3 years? Highlight any achievements or improvements you believe are noteworthy

• in your opinion, has CSC’s culture surrounding accessibility and inclusion changed since 2022

• is there progress being made in areas not captured in the report? If so, please provide details on these additional areas of progress

• what additional actions could CSC take to further improve accessibility for persons with disabilities? Please provide specific examples or recommendations

• are there any new topics or questions that should be included in future consultations? Share any suggestions for new areas of focus or questions

• do you have any other comments or feedback not covered by the questions above? Feel free to provide any additional thoughts or concerns. Were the consultation sessions and materials provided in accessible formats? If not, please suggest improvements

• did you feel that the consultation process adequately engaged a diverse range of individuals with disabilities? If not, what could be done to improve outreach and inclusivity

The following themes were raised based on the questions provided:

• Clarity: Respondents felt the report was clear. Some considerations were provided regarding the order of headings in the report; however, given that the report follows the writing guidelines legislated by the Accessible Canada Regulations, the format remained the same

• Culture: Respondents noted either not seeing any change to the culture or some change, depending on their area of work. From an administrative perspective, the culture had not changed since 2022 with comments focused mainly on the implementation of the Government of Canada Accessibility Passport. Challenges continue as managers are unaware of the tool and how to use it. This will be a focus for the 2026-2029 Accessibility Plan

  • others noted a small change in culture, especially from the Health Services perspective. Occupational Therapists have contributed greatly to advocating for accessible design in CSC’s institutions

• Additional actions/measures: While it was appreciated that hiring managers were using flexibilities and the number of tools and resources available to support equitable hiring, a more meaningful measure would be to know how many managers are using these tools and how they are impacting attaining hiring objectives. While this may not be a focus for the 2026-2029 Accessibility Plan, CSC aims to have strong performance indicators to demonstrate the impact of its actions

• Information and Communication Technology (ICT): Respondents questioned why CSC’s compliance standard for web and web-based applications is WCAG 2.0, which is a foundational standard from 2008 when a standard from 2021 exists (WCAG 2.2). This standard includes emerging technologies like Artificial Intelligence, which can have a positive impact on accessibility. This area will be shared with the primary stakeholders for consideration

• Transportation: The transportation section was noted as being inadequate. There are current issues related to fleet management. Specifically, the need to rely on external transportation partners for anyone requiring community appointments in stretchers or tilt wheelchairs. Further, the volume of accessible vehicles per site does not meet the needs of the changing population demographics

• Approach to consultations: Recommendations were provided on how to more adequately consult with employees on the Accessibility Plan more generally. This included setting clearer expectations on how consultations will be applied and providing the option for respondents to disclose their specific disability. Future consultations will include these pieces to ensure more transparent communication

CSC also engaged Inmate Committees to gain an additional perspective on accessibility, specifically from those who are incarcerated. Inmate Committees provide a forum through which inmates can provide input on institutional operations.  

To guide their feedback, Inmate Committees were asked to provide their perspectives using the following questions: 

2024 to 2025 Progress report: Achievements, activities, and indicators 

• since the 2022 to 2025 CSC Accessibility Plan was created, have you noticed any changes that make things easier for people with disabilities? If yes, what are they
• are the achievements and activities in the 2024 Progress Report helping to remove barriers for people with disabilities? If yes, how
• do you think we are taking the right steps to make facilities (institutions, parole offices, etc.) more accessible, under the Built Environment heading in Annex A, Goal 2: Enhance the accessibility of the built environment? If yes, how
• is there any progress happening in other areas that is not mentioned in the 2024 Progress Report? If yes, please provide examples
• are there other ways CSC can improve accessibility? If yes, please share your ideas

2024 Progress report feedback mechanism 

• is it easy for you to give feedback about accessibility issues? What makes it easy or hard to do that
• when you give feedback, do you feel like it is heard and responded to
• how can the feedback process be improved

2024 to 2025 Progress report: Other 

• is the progress report easy to read and understand? Please explain
• do you have any other thoughts or comments about the progress report that haven’t been covered in the questions above
• how can CSC do a better job of talking to offenders with disabilities to understand and meet their accessibility needs
• how well do you think CSC shares information about what they are doing to improve accessibility? What could be better

The consultations provided a mix of positive comments and notable concerns regarding the implementation of accessibility initiatives. Below is a summary of the items highlighted by the inmate committees. 

General suggestions 

It was acknowledged that there was some progress made in enhancing facility accessibility and removing barriers as outlined in the 2022 to 2025 Accessibility Plan. However, there were calls for more comprehensive updates on various aspects of the plan, specifically on the built environment, information and communications technologies (ICT), and communications other than ICT. Suggestions included further consultation with offenders to improve accessibility measures for them. The most common suggestions were: 

• addressing barriers for offenders with mental disabilities and mental health needs
• increasing communications and providing more effective communications to offenders on accessibility initiatives
• reviewing the process of requesting and using alternative accessibility resources, such as screen readers to allow for better access to these tools

Feedback mechanism 

For offenders specifically there is a common opinion that responses to feedback were not consistently acknowledged or acted upon. In some cases, the committees were not aware of an accessibility feedback process, or how they may access it. Recommendations include improving communication strategies and proactive engagement with offenders with disabilities regarding their needsies within CSC, the National Working Group for Persons with Disabilities, and Inmate Committees. 

Feedback received associated to employment barriers varied but mostly focused on accommodations.

One of the submissions received was from a region and related to some institutions moving towards a 24-hour shift model for nurses. The only accommodation available at this time is for employees to transfer to another institution, which is not feasible. The concern noted that this new model may lead to discriminatory hiring practices for nurses in the future.

Another submission was on the Government of Canada Workplace Accessibility Passport process and highlighted long-standing difficulties in completing the required forms. The individual described years of strain, repeated conversations with various management, and having their needs dismissed. Despite acquiring multiple medical notes over a 10-month period and completing an occupational therapy assessment, they continued to face barriers.

Another employee reported challenges working with their managers to establish and maintain accommodations. Despite providing workplace assessments and medical documentation, they faced ongoing obstacles in creating an Accommodation Passport and experienced harassment throughout the process.

Feedback received associated to information and communication technologies varied.

One submission highlighted the importance of incorporating universal design - the creation of environments, products, and systems that are usable by all individuals, regardless of ability. It noted the absence of universal design principles in training programs (for example, tests and quizzes), which limits true accessibility and does not meet the needs of adult learners. The submission suggested that CSC adopt a more supportive, learner-centered approach to training.

Another submission highlighted the need to improve efforts to address barriers faced by individuals with invisible disabilities, such as neurodivergence and mental health conditions. It also emphasized the importance of providing more education and training on invisible illnesses - particularly for managers and leaders - to help them respond more effectively in relevant situations.

CSC received feedback about a document that was not accessible, despite it being a part of a staffing process and it being newly revised. The document was a part of the Microsoft Office Suites, which has an accessibility checker tool that had not been utilized as a first step by the owner of the document. The feedback highlighted an the educational gap that exists within CSC regarding every employee’s knowledge of media accessibility.

Amongst the feedback received, one of the submissions raised multiple points of feedback, one of which was communication barriers for offenders. The feedback raised providing assistive technologies, interpreters, or simplified communication methods for offenders with hearing, visual, or cognitive impairments to ensure they fully understand their release conditions, schedules, or legal requirements.

Finally, one submission raised concerns about issues surrounding several computer systems and how they are incompatible with an accessibility software. The individual described how this presents challenges that limit hiring opportunities, as they have been screened out of job opportunities where the position requires use of the computer systems due to this barrier.

All feedback was shared with the main stakeholder or team for their awareness and consideration for potential changes to policies and processes. All feedback received acknowledgement and, when requested, a response on behalf of the program area of concern along with potential solutions.

Specific trends noted by the Accessibility Team were tabled at meetings with the National Working Group for Persons with Disabilities. This was done in a collaborative effort to seek solutions or assess how it may be applied to CSC’s 2026 to 2029 Accessibility Plan. As a result, the next Accessibility Plan will include actions related to reducing barriers in the accommodations process, use of the Passport, and, as well as various actions related to digital accessibility needs. More specifically, information on the Passport will be more readily available so that managers and employees feel comfortable with its use.