TBS Accessibility Plan 2026–2029 - Our Future Is Accessible

Feedback on the 2024 Progress Report

Each progress report and consultation cycle provides valuable insights that help shape and strengthen the next iteration of the TBS Accessibility Plan. The following summary reflects feedback received from the employee-led TBSFAN on the 2024 Accessibility Progress Report. Some of the feedback received served as lessons learned, which TBS sought to carry forward to inform the development of this plan.

The TBSFAN highlighted the need to strengthen accountability, improve the measurement and evaluation of progress across the plan’s pillars, and provide a richer analysis of workforce data to better understand the experiences of employees with disabilities. Members also emphasized the importance of enhancing career development and advancement opportunities for employees with disabilities. They also requested more time to review future drafts of the Accessibility Plan to ensure meaningful consultation and co-creation.

Feedback on the draft version of this plan

TBS is fortunate to have an engaged and dedicated group of employees with disabilities who contribute to accessibility initiatives at TBS through the employee-led TBSFAN. Every year they provide expert guidance and feedback during the development of the accessibility plan, and this year is no different. The following is a summary of the feedback we received, followed by a brief description of how TBS will look to address the issues.

Key themes

The feedback strongly conveys that accessibility must evolve from a compliance exercise into a core operational and cultural principle. The most repeated themes include:

1. Accountability and measurement gaps
   • Need for SMART, measurable outcomes across all pillars and initiatives.
   • Need for baselines, annual targets and transparent progress reporting.

   Response: TBS, in direct response to a request from the TBSFAN, has included a measurement section under each pillar of the plan. TBS also commits to the development of a detailed performance measurement framework and regular progress reporting through quarterly dashboards.

2. Consultation and co-design deficiencies
   • The feedback highlights a desire for increased engagement with persons with disabilities in identifying barriers or shaping initiatives.

   Response: In 2026, TBS will increase engagement of persons with disabilities annually for each pillar of the plan. This work will help to inform priority setting and initiative development before a draft plan or progress report is prepared.

3. Privacy, data governance and digital accessibility
   • Questions raised about unclear privacy safeguards, particularly around the GC Workplace Accessibility Passport and data analytics tools.

   Response: TBS is committed to protecting employee privacy when collecting personal information. Additional information regarding privacy specific to the digital Passport was added to the plan under the Launch of the digital application for the GC Workplace Accessibility Passport on TAP heading, which details how information is shared and who has access to it.

4. Accommodation services and the WAC
   • Desire for more clarity, empathy and consistency from the WAC.
   • Calls for a centralized accommodation fund, empathetic-leadership training and timeliness standards (e.g., ≤15 business days).

   Response: TBS is committed to supporting employees through workplace accommodations in a safe, efficient and effective manner. TBS will continue to monitor the performance of the WAC in order to make adjustments to funding, training and timeliness as needed. Additional information is included the Employment and Workplace Culture sections of this plan.

5. Employment equity and career progression
   • Persistent underrepresentation of employees with disabilities in leadership and slower rates of promotion for employees with disabilities.

   Response: TBS is committed to improving representation, retention and promotion of employees with disabilities. Initiatives include the Central Agencies Sponsorship Program and a new collaborative working group to support career development. Details can be found in the Employment section of this plan.

6. Workplace culture and training
   • TBS should be embedding accessibility in leadership accountability and learning strategies.
   • Lack of accessibility and anti-ableism training within management and HR curricula; expand content in the Workplace Culture section.

   Response: TBS commits to assessing training and learning gaps and identifying solutions.

Feedback received through the online form

Through TBS’s public feedback mechanism, respondents shared a range of concerns highlighting persistent accessibility barriers and systemic issues.

Key themes included:

• Built environment and workplace accessibility:

  Feedback pointed to barriers in physical workspaces across the federal public service, including limited accessible parking and challenges with Workplace 2.0 office designs.

  Response: TBS is committed to leading by example by identifying, removing and preventing barriers in the workplace. For more information on specific initiatives, please refer to the Built Environment and Transportation pillars.

• Digital accessibility and tools:

  Respondents cited inaccessible systems and platforms such as the Canada Life benefits portal and the MyWorkArrangements application.

  Response: TBS is committed to developing accessible digital tools that are usable by everyone and to completing user testing. For more information on specific ongoing or planned initiatives, refer to the following pillars: Design and Delivery of Programs and Services, Information and Communication Technologies, and Communication.

• Accommodation practices and flexibility:

  Some expressed concerns about inconsistent accommodation processes across departments, limited flexibility for employees with disabilities (particularly in the context of return-to-office requirements), and insufficient support for employees who acquire disabilities later in their careers.

  Response: TBS intends to lead by example by providing timely accommodations in an empathetic manner through its WAC and the recent launch of the digital version of the GC Workplace Accessibility Passport. For more information on these initiatives, refer to the Employment pillar.

• Neurodiversity and inclusion:

  Respondents highlighted the need for greater awareness and tailored accommodations for neurodivergent employees.

  Response: TBS is committed to providing timely accommodations to all employees, including neurodivergent employees. In addition to exciting initiatives such as the WAC and the Digital Passport, TBS also commits to implementing, wherever possible, the recommendations from the Better Accommodation Project.

• Governance and accountability:

  Several submissions noted a lack of government-wide oversight and coordination on accessibility policies, funding and consultation processes.

  Response: Addressing this issue will require continued dialogue and collaboration with central partners across the GC to enhance coordination and consistency in accessibility efforts.

TBS will maintain close collaboration with the TBSFAN on areas requiring additional analysis, such as accessibility governance, accountability mechanisms and opportunities to enhance coordination with GC partners to support greater consistency in accessibility practices across TBS and the public service. TBS will also continue to work with internal stakeholders to unpack specific initiative feedback.

Expenditure Management Sector

The Results Division of the Expenditure Management Sector (EMS) plays a key role in advancing accessibility and inclusion through Gender-based Analysis Plus (GBA Plus). It ensures that all program proposals include gender-based and intersectional analysis — especially considering disability — by having program sector analysts work with the EMS to review GBA Plus content in Treasury Board submissions. The aim is to strengthen inclusive decision-making by embedding equity considerations from the start.

Information Management and Technology Directorate

The Information Management and Technology Directorate (IMTD) develops enterprise-wide digital tools that prioritize accessibility, security, privacy and official languages. These features are integrated from the start of every project. IMTD uses an “accessibility by design” approach, developed with the OPSA. Accessibility is built into every stage of development by trained user interface (UI) and user experience (UX) (UI/UX) professionals and verified by independent testers who ensure compliance with GC accessibility standards.

Key initiatives include:

• Improving accessibility in Microsoft Power BI, a business analytics tool developed by Microsoft that produces fully accessible geospatial reports
• Supporting the GC Workplace Accessibility Passport, in partnership with the OPSA

Office of the Comptroller General

The Office of the Comptroller General (OCG) integrates accessibility into policy, training and culture for the government’s financial and procurement communities.

Notable efforts include:

• Updated mandatory training for investment management communities and a redesign of the authority delegation training for practicing responsible procurement. Updates include embedding accessibility principles into course content, promoting barrier-free procurement of goods, services and government buildings.
• Evaluation of procurement and materiel community competencies in employee performance agreements. This is mandated by the Comptroller General for the procurement and materiel communities. These competencies have a GBA Plus lens and ensure that accessibility-related behaviours are included.

Office of the Chief Human Resources Officer

The Office of the Chief Human Resources Officer (OCHRO) leads multiple enterprise-wide initiatives to embed accessibility into people management and leadership development:

• Enabling a diverse ADM cadre

  Since 2021–2022, OCHRO has dedicated time at deputy minister meetings on senior leader talent to discuss Assistant Deputy Ministers who identify as persons with disabilities and other employment equity groups. These discussions help increase visibility, identify development opportunities, and ensure tailored support for diverse leaders. This approach reflects OCHRO’s commitment to strengthening the leadership pipeline for persons with disabilities and embedding equity and accessibility in executive succession planning.

• Executive Leadership Development Program (ELDP): Requires that at least 50% of departmental nominees come from equity groups.
• Change management guidance: Integrates accessibility standards and practices like plain language, alt text for visuals and readability.
• Second language training guidelines: Provide inclusive learning strategies and tools, including references to the GC Workplace Accessibility Passport.
• Modernization of official languages standards: Updates qualification standards to reduce bias and promote plain language.
• Directive on Official Languages for People Management: Being reviewed to ensure accommodation pathways for individuals with medical exclusions in staffing processes.
• Maturity Model on Diversity and Inclusion (MMDI): A self-assessment tool that helps departments measure their progress on accessibility and inclusion, including specific metrics for disability inclusion.
• Modernized self-identification (self-ID) questionnaire: Will collect better data on equity groups, including persons with disabilities, through an accessible and secure digital platform, the TAP. Centralizing data collection on the TAP will strengthen privacy protection, improve accessibility, and enable more nuanced and inclusive data that reflect evolving demographics. Ultimately, these improvements will enhance the quality and quantity of self-ID data, helping TBS measure representation and design, deliver, and evaluate initiatives that support a more diverse and inclusive GC, and leveraging technology to improve public sector productivity.
• Mentorship Plus: Connects persons with disabilities and other underrepresented employees with executive mentors to support career development.
• HR and Pay Transformation: Through human-centred design, ensure all published documents meet accessibility standards, including plain language, alternative text, and readability best practices.
• Duty to Accommodate (DTA): Continue working with key stakeholders, delivering information sessions as requested and providing tools that outline responsibilities under the DTA. Organizations will be better equipped with the knowledge and tools needed to make informed decisions and be better positioned to create inclusive workplaces where everyone can participate fully.
• Federal Speakers’ Forum on Lived Experience (the Forum): The Forum combines the services of the former Federal Speakers’ Forum on Diversity and Inclusion and the Federal Speakers’ Bureau on Mental Health. Through the Forum, OCHRO aims to build a community of speakers who share lived experience related to mental health, accessibility, diversity and inclusion. By sharing ideas and building connections, the Forum aims to open hearts and minds to inspire action toward a more inclusive workplace.

Office of the Chief Information Officer

The Office of the Chief Information Officer (OCIO) is working to align digital and policy frameworks with the Accessible Canada Act and upcoming regulations.

A key milestone is developing and publishing the AI Strategy for the Federal Public Service 2025-2027. The GC Artificial Intelligence (AI) Strategy and the accompanying Guide on the Use of Generative AI provide departments with practical tools to adopt AI responsibly while upholding public service values. The guide and the strategy encourage engagement with employment equity experts, the prevention of embedded bias in AI systems, and innovation linked to accessibility. Examples of innovation include generating accessible document formats, providing real-time transcription, or identifying potential systemic barriers through data analysis.

Key activities include:

• Revise and streamline existing policy instruments to enhance alignment with regulatory requirements. In collaboration with key organizations, facilitate the communication of any direction provided or alignment of enterprise-ICT accessibility requirements.
• Increasing adoption of the Digital Competencies for All Public Servants, which define key skills needed for inclusive service delivery. The “Inclusive Interactions” competency, in particular, helps public servants design services with accessibility in mind. As a digital competency this involves ensuring that documents, communications, websites, are accessible, fair, and usable by everyone. Being inclusive in your interactions means using adaptive communication methods, inclusive language, and accessible digital tools, while recognizing how diverse experiences shape your values and behaviours. It requires being mindful of your actions and their effects on others, and actively addressing any biases or assumptions you may hold.
• Supporting the Canada School of Public Service (CSPS) Digital Academy in the development of micro-learning products. The “Digital Competency Series: Defining Inclusive Interactions” (DDN2-A57), which embeds accessibility as a core concept is already published.
• Digital Government Community Awards, where one award celebrates excellence in Accessibility, honouring a team that has demonstrated exceptional leadership in promoting inclusion, diversity, equity, and accessibility within government programs or service.
• Present curated digital accessibility training resources to the IT community, facilitating the training of employees responsible for developing ICT solutions to ensure compliance with upcoming digital accessibility regulations (Digital Accessibility Training through the IT Community Training and Development Fund accessible only on the GC network).
• AI user engagement and workplace accessibility - Develop expectations and processes for engagement with users to identify and address accessibility issues before system deployment and mechanisms to report issues post deployment.

Office of Public Service Accessibility

As the federal accessibility hub, the Office of Public Service Accessibility (OPSA) supports departments with tools, funding, and enterprise-wide initiatives.

Highlights include:

• GC Workplace Accessibility Passport: Facilitates meaningful conversations between employees and managers and helps employees get the tools and accommodations they need. A digital Passport application was launched in 2025 on the TAP. The reporting feature in the application will help organizations identify systemic issues and solutions to address barriers.
• Accessibility Measurement Workshop Series: Delivered with Statistics Canada to help departments track progress in a meaningful and consistent way.
• GCpedia Accessibility Hub: A centralized platform for guidance, tools, and best practices in accessibility.
• National AccessAbility Week (NAAW) GC-Wide Event: A celebration and learning event to promote awareness and showcase inclusive practices across the public service.

Improved data analytics and tools

TBS continues to update its data reporting to have a more accurate picture of the number of persons who self-identify as persons with disabilities, ensuring a better understanding of the representation of persons with disabilities in our organization. Efforts include:

• gathering data using human resources systems and disaggregating data (for example, to consider occupational group and level, employee mobility, intersectionality)
• developing analytical tools that allow more standardized and accurate measurement, and transparent reporting (for example, an updated Workforce Intelligence Dashboard using an accessible data visualization tool, Power BI, to share advances and gaps in employment equity representation with all TBS employees)
• refining goals for representation and recruitment

It is important to note that TBS is committed to protecting the privacy of individuals and works closely with the Access to Information and Privacy (ATIP) Office when establishing a new program or modifying an existing program that collects or uses personal information. The ATIP office determines when a privacy impact assessment is needed and provides guidance on managing personal information. TBS applies suppression rules when it comes to presenting and sharing information on, for example, representation rates. Privacy notices are included when information is collected, as well as rules regarding suppression rates when gathered information is presented.

Launch of the digital application for the GC Workplace Accessibility Passport on TAP

TBS has been using and promoting the Word version of the GC Workplace Accessibility Passport since 2022. TBS is pleased to adopt the new digital application for the GC Workplace Accessibility Passport (Digital Passport), designed to improve the efficiency, portability, and effectiveness of workplace accommodations. This user-centered, accessible, bilingual and secure application is designed to foster more responsive and respectful conversations between employees and managers about barriers in the workplace and potential solutions to address the barriers. The digital application embeds a common language of situations, barriers and solutions, and simplifies processes by avoiding the need for repetitive disclosures. With the Passport, TBS encourages a “tell us once approach” to equip employees to succeed at work. Additionally, it enables employees to maintain their documented needs throughout their public service careers, streamlining onboarding and transitions.

To support effective onboarding, the Human Resources Division, in partnership with OPSA, provided information sessions throughout fall 2025 with key partners such as the people manager community and the TBSFAN to introduce the new digital application and outline expectations.

The digital application will play a key role in streamlining the accommodation process, while helping to facilitate constructive conversations about accommodations between employees and their managers. TBS believes these conversations will lead to more positive outcomes and reduce the number of formal and informal complaints that allege harassment and discrimination experienced by employees.

Information shared through the Passport will be stored securely and kept confidential in accordance with the Privacy Act, as described in Standard Personal Information Bank TBS PCE 702 (Government of Canada Workplace Accessibility Passport). Access to sensitive information will be limited to those with a legitimate need to know, and employees will retain control over what is shared and with whom. Privacy notices are included in both the Word version and the application.

TBS will provide specific information and tools for managers to support respectful, informed and inclusive conversations around accommodations. Helping managers to better understand their roles and responsibilities will aid in fostering an accessible and equitable workplace.

Further, with the increased portability of the digital Passport, TBS hopes employees with disabilities will feel more empowered to pursue opportunities for career advancement without facing unnecessary barriers, and without fear of losing accommodations they spent considerable time and effort to get approved.

Through the reporting feature of the digital Passport application, TBS will be able to collect anonymized and aggregate data including:

• average time to sign a solution agreement item by the manager
• top barriers employees are identifying
• top solutions employees are requesting

This reporting will support evidence-based improvements to help simplify workplace accommodation processes, identify potential systemic barriers and guide future program development.

To support proactive accommodation awareness, new employees are informed of the Passport in their letters of offer. Aligned with the Better Accommodation Project recommendations (outlined below), TBS will reinforce that managers engage in conversations about workplace accommodations during onboarding and employment and ensure ongoing promotion of the tool.

Evolution of the Workplace Accommodation Centre

TBS is aware of the importance of accommodating its employees well. From the Benchmarking Study of Workplace Accommodations led by the OPSA in 2019, to the feedback from our own employees, TBS knows poor experiences with the accommodations process leads to a number of unwanted consequences such as employees feeling discriminated against and harassed, to feeling less valued than their colleagues and excluded.

The WAC will continue to serve as a centralized, neutral point of contact for employees and managers seeking accommodation advice. The WAC provides expert advice and case management services, helping to simplify and accelerate the accommodation process, while also reducing administrative burden. This centralized model contributes to consistency, fairness and a more supportive experience for all parties involved.

By improving the accommodation experience, the centre helps foster a culture of trust and belonging, which is essential for employee engagement and support. When employees with disabilities see their needs met promptly and effectively, they are more likely to remain committed to the organization, reducing turnover and strengthening workforce diversity and inclusion.

Commitment to adopt lessons learned from the Better Accommodation Project and respond to recommendations from the Office of the Auditor General’s audit on an accessible public service for employees with disabilities

TBS will review and adopt relevant findings, lessons learned and promising practices identified by the Better Accommodation Project (BAP), which were published in September 2025. This initiative provides evidence-based recommendations that support the modernization of accommodation practices across the federal public service. This includes ensuring that accommodation is easy to access and that service enablers within TBS (HR, Communications, IT, Facilities) work in an integrated and seamless way to respond to employee accommodation needs. TBS will complete a self-assessment using the BAP Maturity Model Self-Assessment tool, as well as leverage the BAP Toolkit for Service Users. The toolkit describes effective behaviours for successful workplace accommodation and emphasizes embedding the use of the GC Accessibility Passport into departmental accommodation processes, which TBS is committed to doing.

TBS is actively participating in an audit by the Office of the Auditor General of Canada that is looking at whether selected federal organizations, including TBS, fostered an accessible workplace for public service employees with disabilities.

The audit report is expected to be tabled in spring 2026. TBS is committed to responding to any recommendations it receives and taking action where possible.

Improving career progression

Career progression for employees with disabilities is crucial because it fosters inclusion, boosts motivation and demonstrates the organization’s commitment to equal opportunities. This, in turn, helps support talented employees by increasing job satisfaction, loyalty and engagement, reducing turnover, and promoting a diverse, supportive workplace.

Over the past year, the Performance and Talent Management (PTM) team has advanced accessibility and inclusion through a few key initiatives:

• updating recognition practices to reflect inclusive principles
• participating in sector review panels to reduce bias in evaluations
• removing executive photos to minimize visual bias
• launching a new guide and toolkit to support fair and equitable employee assessments

This work is ongoing, with continued efforts to strengthen inclusive practices across performance and talent management activities.

To address concerns around slow career progression for employees with disabilities, TBS will implement recommendations from its recent Internal Talent Management Review. These actions will be aimed at identifying and removing barriers to advancement, increasing access to leadership development opportunities, and helping to ensure fair and equitable career progression for all employees.

A TBS working group will drive initiatives supporting career advancement for employees with disabilities, while continuously enhancing existing programs.

Launching in 2026, the group’s initial focus will be to look at barriers to career development identified and assess current advancement tools available to new and junior employees with disabilities. They will explore developing practical tools that could include a checklist to empower employees to take proactive ownership of their career progression and prepare effectively for promotion opportunities. TBS will establish clear outcomes and deliverables and provide updates on new initiatives stemming from this working group in future progress reports.

By equipping employees with disabilities with specific knowledge, tools and advocacy skills, TBS aims to prevent stagnation at junior levels and build a strong feeder pipeline of diverse talent ready for senior roles. This approach aligns with broader succession planning and leadership development efforts, enhancing access to programs such as the Executive Development Leadership Program and Central Agencies Sponsorship Program, which help employees from equity groups to advance to management and executive positions.

TBS is also working to ensure equity in the Talent Mobility Tool. We are exploring how this tool can be used to support equitable access to opportunities and monitor trends.

Mentorship Plus

Mentorship Plus is a key initiative aligned with the Clerk’s Call to Action forward direction, designed to support career advancement for EX minus 1 employees from employment equity and equity-seeking groups. It pairs protégés with executive-level sponsors to help navigate career pathways, increase visibility in informal networks, and access developmental opportunities – though it does not guarantee promotion. There have been four cohorts at TBS. Below is a summary of the program to date and expectations moving forward:

• Cohort four introduced a Mentorship-to-Sponsorship model, recognizing a spectrum of support from private guidance to public advocacy, allowing relationships to evolve organically based on trust and psychological safety.
• Eighty-three protégés have completed the program across four cohorts. Cohort four included 23 completed pairings out of 25, with six participants identifying as persons with disabilities completing the program.
• Reported benefits include improved career readiness, understanding of leadership competencies, strategic mindset development, built networks, connection with leaders, and insight into informal leadership norms.
• The next cohort is planned for winter 2026, running for 10 months, with expansion to the Central Agencies Sponsorship Program to include employees from TBS, the Privy Council Office (PCO) and the Department of Finance, enhancing sponsor pools and networking opportunities.
• TBS will continue to track participation and disaggregated data to ensure equitable representation and monitor satisfaction through surveys and accessibility feedback.
• The CA IDEA Secretariat will coordinate delivery of the program across the three central agencies and is planning to procure a pairing service solution, with a key requirement being accessibility compliance with the EN 301 549 Standard.

Measuring success

• Representation of persons with disabilities compared to workforce availability
• Completion rate for Inclusive Hiring Practices for a Diverse Workforce (COR120) (CSPS course), mandatory for managers with staffing delegation and recommended for managers on selection boards
• Completion rate for Understanding Unconscious Bias (W005) (CSPS course), recommended for managers on selection boards

Ongoing and planned activities

Strengthening governance, accountability and measurement

To create a barrier-free workplace, TBS will focus on building structured systems and tools that support accessibility planning and monitoring:

• Establish clear governance and a structured planning and reporting cycle for the TBS Accessibility Plan, ensuring transparency and consistency
• Increase engagement with employees with disabilities to strengthen consultation and integrate feedback early in the planning process
• Develop a performance measurement framework for accessibility, enabling senior managers to set priorities and track progress through an internal governance committee

Leadership and accountability 

To embed accessibility into TBS culture, we will focus on leadership behaviours and decision-making practices that drive change:

• Integrate accessibility into governance practices and performance discussions, making it a core consideration in leadership evaluations and operational decisions
• Formalize the role of TBSFAN advice in departmental governance by establishing a recurring consultation protocol with senior leadership, ensuring accessibility perspectives inform strategic decisions

Expanding training and strengthening learning culture

Training and expertise are critical when transforming workplace culture to be more accessible and inclusive because they provide the necessary knowledge, skills and best practices to address diverse needs effectively. Trauma-informed, anti-ableist and accessibility-focused learning strengthens awareness, reduces stigma, and equips leaders and employees with the skills to work inclusively.

Well-designed training helps raise awareness about unconscious biases, accessibility challenges and inclusivity, while equipping employees and leaders with practical tools to create an environment where everyone feels valued and supported.

The Human Resources Division’s Learning and Community Development Services team will conduct a needs analysis to identify training options for TBS employees at all levels, including management, related to accessibility. This work will build on the training that already exists at TBS and the internally developed Accessibility Series.

Results of the analysis will inform a learning framework and support further integration of accessibility into onboarding, leadership development and performance management.

Workplace assessment and psychological safety

As stated above, results from the 2024 Public Service Employee Survey show higher self-reported rates of harassment and discrimination among employees with disabilities compared to employees without disabilities.

TBS is advancing its efforts to foster a safe, respectful and inclusive workplace in alignment with the Work Place Harassment and Violence Prevention Regulations. Building on consultations with persons with disabilities, TBS has completed a comprehensive workplace assessment that examines factors such as workplace culture, conditions, activities, organizational structures and physical design to identify risk factors and prevention measures. The recommendations from this assessment will guide ongoing improvements aimed at ensuring all employees feel valued, respected and safe. Implementation of these measures remains a key priority for TBS as part of its commitment to continuous improvement and compliance with regulatory requirements.

These efforts reinforce that culture change requires sustained leadership attention, visible commitment and consistent follow-through. However, despite these challenges, TBS is looking to build upon the momentum and progress that’s already been achieved or initiated in the last three years.

Supporting accessible meetings and workspaces

The CASD ensures departmental meetings and events are accessible. This includes:

• Adjusting physical room layouts for accessibility
• Coordinating audiovisual needs for interpreters and captioning
• Ensuring virtual meetings are set up to support full participation

This operational support helps normalize accessibility in daily work.

Ensuring accessible governance and documentation

The Priorities and Planning sector ensures all documents and presentations shared through TBS-run committees are accessible. This includes:

• Reviewing all presentations to ensure accessibility
• Regularly reviewing committees’ templates to ensure they are accessible

This initiative also supports pillar 4 of the Accessible Canada Act by ensuring that products used to disseminate information to various levels of TBS and across the public service are accessible and that participants are able to fully participate in committee meetings.

Building awareness and allyship

The Expenditure Management Sector is integrating accessibility into broader inclusion efforts, through its Anti-Racism and Employment Inclusion Working Group. This sector-led group:

• Shares information and tips for making presentations accessible
• Raises awareness through training and sector-wide initiatives
• Highlights accessibility-related findings from the PSES to identify strengths and areas for improvement