Publication information
© His Majesty the King in Right of Canada, as represented by the Minister of Immigration, Refugees and Citizenship, 2024.
Cat.No. MQ1-19E-PDF (Electronic
PDF, English);
ISSN 2817-979X
On this page
1. Summary
The Accessible Canada Act (ACA) is a law to make Canada more accessible. In December 2022, federal organizations were tasked with developing plans on how they will improve accessibility in the workplace. The Immigration and Refugee Board's (IRB) first accessibility plan detailed actions and initiatives the organization would undertake in 2023, 2024, and 2025. In 2023, we reported on the completion of 18 accessibility actions and another 13 that were either in progress or ongoing. Many of these initial goals were key to laying the foundation for accessibility in the future, such as hiring people to lead accessibility initiatives and outlining roles and responsibilities on accessibility.
This report provides an overview of all the accessibility improvements implemented in 2024 and insights gained from feedback and consultations with persons with disabilities.
In 2024, we completed 12 accessibility actions. In addition, 1 action is in progress, 1 is partially complete, and 11 others are actioned and ongoing. Actioned and ongoing means that we have completed what we can at this time; however, we must continuously work on it, such as writing documents in plain language. We have decided to defer or change our approach on two actions after we learned more about them.
The following are some highlights of the actions completed:
- We assessed our information and communications technology (ICT) accessibility capacity, using the proposed Government of Canada ICT Accessibility Scorecard and maturity model.
- We have identified and implemented resources, training, and testing tools to support the development and procurement of accessible technology.
- We trained decision-makers on plain language.
- We embedded accessibility into the procurement process by adding a form for accessibility considerations.
Nine of our actions were delayed to better plan the implementation of these actions. Our goal is to make sure the changes we make will have a real impact on the accessibility of the IRB, rather than completing them prematurely. For example, we are developing an accessibility page on our intranet. Some of the goals are delayed because they will rely on this page. Through the first two years of our first accessibility plan, some activities took longer than anticipated and resourcing is an ongoing challenge. Through our next planning process, we will look for ways to address both of these barriers, such as developing more detailed and realistic timelines and accountabilities.
As we worked on removing barriers, we consulted with our Employees with Disabilities Network (EDN or the Network). We held a consultation about this report where we received feedback on our progress and how we can improve accessibility in everyday activities. We also received feedback on the details and specificity of language in the plan and reports. For example, the feedback asked for specific, measurable, achievable, realistic, and time-bound (SMART) goals aligned with key results and performance indicators. They also asked for more meaningful consultations with persons with disabilities and greater transparency in tracking progress.
These comments align with our observations and goals more broadly. We have identified a need to enhance how we monitor, track, and report on the completion of initiatives. While each pillar lead is monitoring their progress, we could better harmonize how change is being made and better track our progress. We also intend to strengthen how we consult persons with disabilities. We will take this feedback and use it to inform our next accessibility plan.
As we head into year three of our accessibility plan, we will continue to look for opportunities that will help the IRB be as efficient as possible in improving accessibility within our organization. Our strategic vision to be a modern and user-centered tribunal by 2026-2027 further empowers our work on accessibility at the IRB.
2. General
2.1 Description of the Immigration and Refugee Board of Canada
The IRB is Canada's largest independent administrative tribunal. We are responsible for making decisions on immigration and refugee matters. These decisions need to be made efficiently, fairly and in accordance with the law. Our work provides access to justice to tens of thousands of people each year and contribute to the integrity of Canada's immigration and refugee systems.
As an independent administrative tribunal, the IRB is known for both individual decision-maker independence and a degree of institutional independence.
Our work is done in four separate tribunals, known as “divisions”:
- The Refugee Protection Division hears and decides claims for refugee protection made in Canada in keeping with the international Geneva Convention, as implemented through the Immigration and Refugee Protection Act.
- The Refugee Appeal Division decides appeals from decisions of the Refugee Protection Division.
- The Immigration Division decides whether certain people who are not Canadian are allowed into Canada, or could be removed from Canada, under the law. This division also reviews decisions made by the Canada Border Services Agency (CBSA) to detain someone.
- The Immigration Appeal Division decides appeals on immigration-related matters including family sponsorships refused by Immigration, Refugees and Citizenship Canada (IRCC) and removal orders issued by the Immigration Division or the CBSA. It also decides appeals from IRCC relating to the removal of a person's permanent resident status based on whether they have spent enough days in Canada, under the law.
2.2 Statement of commitment
The Accessible Canada Act (ACA) is a law to make Canada barrier-free by 2040.
It is important that the IRB, as an administrative tribunal, be fully accessible to, and removes barriers for, persons with disabilities appearing before it. Barriers to accessibility can affect how people can participate in IRB hearings. In some cases, barriers can affect the fairness of a hearing. The IRB is committed to accessibility for persons with disabilities, both across the IRB and those appearing before it.
Accessibility is a continuous process, and it is the responsibility of everyone at the IRB to ensure that everyone is treated fairly, able to interact with the IRB with dignity and that everyone has access to our processes.
Persons with disabilities make important contributions to the IRB. By working to remove barriers and creating a more accessible environment, the IRB will become a more inclusive workplace.
2.3 Process for feedback and contact information
We welcome feedback about this report and IRB accessibility from employees, people appearing before the IRB, or members of the public. We are committed to reviewing the feedback that we receive and taking steps to address barriers.
You can submit feedback on the accessibility plan and progress report, by contacting the Manager, Inclusion, Diversity, Equity and Accessibility:
To submit your feedback anonymously, please see Providing feedback on accessibility to the Immigration and Refugee Board of Canada.
We will also accept feedback about our accessibility plan and the accessibility of our services through direct messages on our various social media accounts.
We collect feedback and monitor the progress of our plan. Any feedback that we receive about our accessibility plan will be kept for seven years. We will use this feedback to help monitor our progress and to help identify other barriers to accessibility.
2.4 Alternative formats
You can request alternative formats of our accessibility plan, progress report, and feedback process description, by contacting the Manager, Employment Equity, Diversity and Inclusion:
We will provide alternative formats as soon as possible. We commit to providing formats within these timelines:
- Print: 15 working days
- Large print (larger text): 15 working days
- Braille (a system of raised dots that people who are blind or with low vision can read with their fingers): 45 working days
- Audio (a recording of someone reading the text out loud): 45 working days
3. Progress to date
Our goals are organized under the seven priority areas of the ACA and a section on organization-wide initiatives:
3.1 Organization-wide initiatives
Below are updates on each of the organization-wide goals that we aimed to complete in 2024. We have also included updates for goals that were delayed from 2023 and goals after 2024 that we started this year.
Action 1.2: By fall 2023, we will add several new positions focused on accessibility. These will include a plain language writer, an accommodations accessibility coordinator on the human resources team, and an accessibility coordinator on the information management and information technology team.
Status: Actioned and on-going
Description of progress: We have created a new position of Accessibility Coordinator in the Healthy Workplace Directorate under Human Resources. The Accessibility Coordinator will be a resource to help with recruitment strategies and the accommodation process. Our next step is to hire someone to fill this role and the one on the Information Management and Information Technology (IMIT) team. We anticipate that these roles will be filled in 2025. We have changed our approach to plain language. Instead of hiring a plain language writer, we have decided to focus on enhancing the skills of current staff. This work will start in early 2025.
Action 1.3: In 2023, our communications team will develop an internal communications strategy to support a culture change within our organization.
Status: Delayed to 2026
Description of progress: We are developing an internal communications plan to communicate the accessibility plan and our progress on initiatives to all staff. This communications plan will be complete in early 2025 and will be implemented on an ongoing basis. The next step is to develop a strategy to support a culture change within the organization. Our goal is to encourage staff to consider accessibility in all their activities. We will consult our EDN in the development of this strategy. To ensure maximum impact on culture, we have delayed the completion of this strategy until 2026.
Action 1.6: In 2023, we will make sure that staff and managers who are involved in the accommodation process are provided training about the importance of accommodation and the legal duty to accommodate employees (if they have not already received that training).
Status: Actioned and ongoing
Description of progress: We provided training on the accommodations process to 219 managers and supervisors throughout 2023-2024. The training was delivered by an employee who identifies as a person with a disability. The training included both practical knowledge and opportunities for reflection, through realistic case studies. The training was well-received. We are modifying it to include more case studies in the future. Recognizing that people will newly become involved in the accommodations process in the future, we will continue to offer this training in the future.
Through consultations with the EDN, we learned that there is need for more work to be done so that employees with disabilities and managers have positive experiences through the accommodations process. Training is one part of the solution, and we will continue to adjust the training and train staff on our accommodations process and on disability sensitivity.
Action 1.7: In 2023, we will develop an accessibility standard to clarify for staff when and how accessibility should be prioritized and arranged. Examples include proactive callouts for accessibility needs as part of invitations and committing to having accessible documents available within specific timeframes.
Status: Delayed to 2025
Description of progress: The purpose of this initiative is to provide more guidance to IRB staff on accessibility norms and how they should be applied to day-to-day business practices (e.g., proactive statement on a meeting invitation indicating how accessible documents could be requested prior to a meeting; how to make accessible, inclusive self-introductions, etc.). We are developing a project plan and will be consulting with key groups of people, such as the EDN and the Chairperson's Advisory Committee on Diversity and Inclusion (CACDI).
Using a one-stop-shop approach, guidance and resources on accessibility standards and practices will be published on IRB's intranet page.
Action 1.8: In 2023, we will create or identify accessibility awareness and disability sensitivity training for IRB staff.
Status: Actioned and ongoing
Description of Progress: Training resources have been identified and are available upon request to all IRB personnel. The new intranet webpage has progressed slower than anticipated. This webpage will include Government of Canada and internal training materials on accessibility. We will consult with EDN before the webpage is live. Once the webpage is developed it will be promoted and shared with all IRB employees. This action will be completed in 2025.
Action 1.9: In 2024 and ongoing, IRB staff will receive disability sensitivity and accessibility awareness training (if they have not previously received that training). In 2023-24, we will create or identify accessibility awareness and disability sensitivity training.
Status: Delayed to 2025
Description of progress: This action is delayed due to unexpected shortages in resources available for developing and delivering training. It will be prioritized for 2025.
Action 1.10: In 2024, we will review our existing strategy for how we engage and consult with persons with disabilities, including the role and responsibilities of the Champion for Accessibility and Persons with Disabilities, our Employees with Disabilities Network and the Chairperson's Advisory Committee on Diversity and Inclusion (CACDI). The review will assess what changes are required to build on recent efforts to further strengthen how we engage and consult persons with disabilities and how we can best implement current and ongoing accessibility commitments.
Status: Delayed to 2025
Description of progress: The process for consulting with our EDN and CACDI was created in 2023. When we consulted with EDN for this report, they shared that they felt there was a need for more consultation with EDN and other persons with disabilities. We will continue to improve our engagement with persons with disabilities to ensure that consultations are meaningful and central when working on accessibility initiatives. We will also improve our consultation processes as we begin the development of our 2026-2028 accessibility plan in 2025.
3.2 Employment
Below are updates on each of the employment goals that we aimed to complete in 2024. We have also included updates for goals that were delayed from 2023 and goals after 2024 that we started this year.
Action 2.3: In 2024, we will complete a review of our accommodation process and policy for employees and candidates with disabilities. This review will be completed in consultation with employees with disabilities. In this review, we will look for barriers and challenges in the accommodation process for both employees and candidates with disabilities. We will also look for ways to simplify the accommodation process.
Status: Complete
Description of progress: We reviewed our accommodations process. Action 2.4 is related to this review and includes more information about the outcome of the review.
Action 2.4: In 2024, we will implement changes to our accommodation policy based on the results of our review. Our goals for these changes will be to:
- make the process as easy as possible for employees
- shorten wait times for receiving accommodations
- increase the number of accommodation requests that get approved and implemented in a timely manner
- reduce the number of requests for medical documentation and broaden the types of clarification that can be accepted
Status: Complete for employees. Delayed to 2025 for candidates.
Description of progress: Following the review of our process, we developed a new process for accommodating employees, starting with a pilot. We reviewed the new process with our EDN. The changes include adding the role of the Accessibility Coordinator and incorporating the Government of Canada (GC) Workplace Accessibility Passport (the Passport). The Accessibility Coordinator provides guidance on accommodations and solutions to eliminate barriers in the workplace.
With the new process in place, we are developing and delivering information sessions for managers and employees about the new process and the Passport. More information sessions are planned for employees and managers in 2025. This Passport makes it easier for an employee to keep their accommodations when they change jobs within the Government of Canada. The EDN identified some challenges with the implementation of the Passport that we will review in 2025.
For candidates, we have created a new section in job postings on accessibility. This section is detailed to help candidates with their accommodation requests and ensure that people involved in the hiring process respond quickly to requests for accommodations. We intend to make further changes to the process in 2025.
Action 2.6: Starting in 2024 and ongoing, we will review the text of future job postings to consider the impact of them on potential candidates with a variety of disabilities. We will ensure that any employees tasked with reviewing the accessibility of job postings have received training on how to do such a review.
Status: Actioned and ongoing
Description of progress: Different IRB teams have collaborated to identify ways to improve the language in job postings. We added a new paragraph on accommodations at the IRB in all new job postings. The teams continue to collaborate for any new job postings and for any targeted hiring processes.
Action 2.8: Starting in 2024, we will increase the skills of IRB training developers so that they can develop training that meets the IRB's guideline on training accessibility.
Status: Complete
Description of progress: We developed the Guidelines for Accessible and Inclusive Training. The Guidelines were published on our intranet. We have also developed job aids for staff that include practical steps to support the design and delivery of accessible and inclusive training. These job aids include:
- Reference guide: Contracting speakers for training
- Reference guide: Delivering training with potentially disturbing content
- FAQ: Designing accessible training
- FAQ: Accommodations for training
- Reference guide: In-person training
- Reference guide: Live online training
- Reference guide: On-demand online training
These job aids were published on our intranet in December 2024.
Action 2.9: From 2025 onwards, we are committing to developing or buying training that meets the IRB's guideline on training accessibility. We will rely on the Canada School of Public Service (CSPS) to assess the accessibility of the training that the CSPS provides.
Status: Actioned and ongoing
Description of progress: The guidelines and job aids described above include accessibility considerations. Any training that we purchase in the future must meet these accessibility requirements. Additionally, all procurement requests require a signed form on accessibility considerations. More information on this form can be found in action 6.4.
Action 2.10: By the end of 2024, we will develop a strategy for hiring more persons with disabilities. The IRB's staffing team will make every effort to have a person with a disability take ownership of the recruitment strategy for persons with disabilities.
Status: Complete
Description of progress: We have developed a strategy for recruiting more persons with disabilities to work at the IRB. The strategy includes promoting more opportunities within disability community organizations and launching in 2025 a targeted inventory for at-level opportunities and for employees who qualified in existing pools. The strategy also includes using Public Service Commission options, such as the Federal Student Work Experience Program: Employment Opportunity for Students with Disabilities, and the Virtual Door to Talent with Disabilities.
Action 2.11: By the end of 2024, we will make a plan to remove barriers or update training material as appropriate. By the end of 2025, we will conduct a review of our current training materials to find out which training materials do not meet the IRB's internal standard or guideline on accessible training.
Status: In progress
Description of progress: Having developed a standard on the accessibility of training, each area that provides training is responsible for reviewing their training to ensure it meets the standard. Some areas of the IRB have reviewed their training and either confirmed it meets the standard or made updates. Other areas will review their training in 2025.
3.3 Built environment
Below are updates on each of the built environment goals that we aimed to complete in 2024. We have also included updates for goals that were delayed from 2023 and goals after 2024 that we started this year.
Action 3.1: We will continue to work with accessibility advisors to identify and plan improvements to our built environment.
Status: Actioned and ongoing
Description of progress: In all offices, except for one, we received reports from Procurement and Public Services Canada (PSPC) with observations and recommendations to improve accessibility. We continue to review these reports and, where funding is available, action the recommendations from PSPC.
Action 3.2: Accessibility will be a core consideration in all future office space decisions and plans, alongside operational considerations.
Status: Actioned and ongoing
Description of progress: We are required to submit construction designs and plans to PSPC to make sure accessibility standards and building code are followed. PSPC will indicate whether we are below standards, meeting standards, or above accessibility standards. Any plans below accessibility standards are revised to meet accessibility standards and building codes.
Action 3.3: Starting in 2023, we will start the planned renovation to update our offices at 344 Slater, Ottawa, including applying new accessibility standards. This refit will be complete by March 2026.
Status: Delayed
Description of progress: Our planned renovations have been delayed. We are working on developing cost-effective solutions to meet accessibility standards for the office at 344 Slater in Ottawa. The project is scheduled to be finished by the end of 2026.
Action 3.4: By the end of 2024, we will identify quiet workspace options at all office locations. We will let employees know that they can use these spaces if they need a quiet workspace or a break from the open office. Employees with disabilities requiring use of quiet workspace will be provided with these spaces through their accommodation request.
Status: Completed in 2023
Description of progress: Quiet rooms have been identified for all our current office spaces. This year, we have added a wellness room for the office at 25 St. Clair E in Toronto. Since the May 1, 2024, update to the Treasury Board Secretariat Directive on prescribed presence in the workplace, we are unable to designate or construct more quiet rooms and wellness rooms. We are encouraging employees to use any quiet room available as they are equipped with mobile furniture. Quiet rooms and wellness rooms will be considered in future construction of our workspaces.
3.4 Information and communication technologies
Below are updates on each of the ICT goals that we aimed to complete in 2024. We have also included updates for goals that were delayed from 2023 and goals after 2024 that we started this year.
Action 4.2: In 2023, we will increase organizational IT capacity and capabilities by adding a new accessibility coordinator in the IMIT team.
Status: Delayed to 2025
Description of progress: There is currently someone acting as an accessibility coordinator in IMIT. We are in the process of developing the roles and responsibilities for this position. High staff turnover and lack of resources has delayed this action. We anticipate the position will be filled in 2025.
Action 4.3: In 2023, we will assess our ICT accessibility capacity, using the proposed Government of Canada ICT Accessibility Scorecard and maturity model. Key Performance Indicators will be developed, defining what we are going to benchmark against and how we will know we are successful.
Status: Complete
Description of progress: The assessment was completed in 2023. The relevant scorecard dimensions have either been addressed or are being addressed through the implementation of the actions committed to in Section 2.4 of our Accessibility Plan.
Action 4.4: In 2023, we will develop a change management and communications plan to communicate existing and changing ICT policies, tools and activities that enable accessibility.
Status: Change in the approach
Description of progress: We have determined that we do not need specific ICT change management and communications plans at this time. Instead, we will rely on the IRB's broader change management and communications plan. ICT change management and communications plans will be developed as needed.
Action 4.5: In 2023, we will develop new documents on accessibility in IT and/or integrate accessibility into existing IT documents. By doing this, we will set clear internal expectations on accessibility and will integrate accessibility into all activities.
Status: Actioned and ongoing
Description of progress: We are integrating accessibility into project charters, the Technical Advisory Group project stage, and the software development cycle.
We are developing additional documents, such as policy/guidance documents on defining how accessibility considerations should be incorporated into procurement, development, and testing and validation activities in IMIT.
Action 4.6: Starting in 2024, we will ensure that accessibility considerations are formally incorporated into future IT development and procurements.
Status: Actioned and ongoing
Description of progress: IMIT developers use code libraries that incorporate web accessibility guidelines and accessibility validation tools like Lighthouse. In addition, we are working with Accessibility, Accommodation and Adaptive Computer Technology (AAACT) team at Shared Services Canada (SSC) to identify training and tools for IMIT developers to build more capacity and knowledge related to accessibility for future projects.
All IMIT procurements require a confirmation of accessibility considerations. This is a requirement by our procurement team, where we are expected to complete an accessibility criteria form. We are also working to ensure that accessibility is considered in contracting.
Additionally, we are working with AAACT at SSC to identify training and tools for individuals in IMIT who might be involved in procurement. We have started using the AAACT Requirements Wizard that generates ICT accessibility requirements, which can be incorporated into future procurement activities.
Action 4.7: Starting in 2024, we will incorporate formal accessibility testing standards and validation processes into future IT development and procurement.
Status: Actioned and ongoing
Description of progress: We have evaluated accessibility on internal portals and visual components of new tools, using an internally developed resource to support the evaluation process.
We reviewed an application accessibility testing and validation tool developed by a different government department. The tool has some limitations. We will be investigating other testing and validation tools to support software procurement, development, and testing and validation process.
Action 4.8: In 2024, the IRB will implement basic digital accessibility training for those involved in developing, procuring, or validating IT products (if they have not previously received that training).
Status: Actioned and ongoing
Description of progress: We have an agreement with SSC and are working with their AAACT team to identify training and learning opportunities for IMIT procurement, development, and user experience team members to build accessibility knowledge and capacity in IMIT.
3.5 Communication, other than information and communication technologies
Below are updates on each of the communication goals that we aimed to complete in 2024. We have also included updates for goals that were delayed from 2023 and goals after 2024 that we started this year.
Action 5.5: In 2023, we will produce and publish an accessible and plain language video series that explains the refugee claim process.
Status: Delayed to 2025
Description of progress: We finalized a video series in early 2024; however, publication has been delayed to make necessary changes. These changes will ensure the video series reflects current RPD processes, while remaining flexible to process changes in future years, if any. The plain language descriptions provide important information on the refugee claim process, including where to go to find more information and support. Once finalized, the videos will be posted on the IRB's YouTube channels, on the IRB website and promoted on social media platforms.
Action 5.6: In 2023, we will hire a plain language writer to support simpler writing across the Board.
Status: Change in the approach
Description of progress: We have changed our approach to this goal. Instead of hiring a plain language writer, we have decided to focus on enhancing the skills of current staff.
Action 5.8: In 2023, we will clarify our process for providing documents in alternate formats upon request.
Status: Complete
Description of progress: We reviewed the terms and conditions on our website, which say that alternative formats can be provided upon request. We have confirmed that our approach is similar to other Government of Canada websites. We are also providing information to staff, on our intranet, about this option. We will explore providing claimant documentation, including hearing documents and decisions, in alternate formats in the 2026-2028 Accessibility Plan.
Action 5.9: In 2023, we will review all PDF forms on our website to make sure they are accessible. We will also review forms and web content on our intranet to make sure they are accessible. In 2024, we will make sure that all previous PDF forms are accessible (if they are IRB forms).
Status: Delayed to 2025
Description of progress: We continue to develop forms and to ensure new PDF forms are accessible. We are also updating PDF forms for accessibility when requested. Our new deadline for completing the review of PDF forms is 2025. Our first priority is to ensure public facing forms are accessible, then we will work on internal forms.
In 2024, we hired an employee to make some internal human resource forms more accessible. For example, we have reviewed and improved forms for the majority of staffing actions, as well as other human resource documents such as guides and tools used internally to the IRB. We aim to continue this work in 2025.
Action 5.13: Starting in 2024 and ongoing, we will provide training on plain language to decision-makers (known as Members) (if they have not previously received that training). By the end of 2024, we will also conduct digital accessibility and plain language awareness sessions.
Status: Complete
Description of progress: We have provided plain language training to all decision-makers that had not previously received training. RPD members attended a training on Concise Plain Language Writing as part of their new member training. Immigration Appeal Division members attended Clear Language Training during a professional development day. Some Refugee Appeal Division members attended the RPD training, and all attended a Style Guide Training, that included plain language training. As new decision-makers are added to the IRB, they will receive training on plain language as part of their on-boarding training.
Action 5.14: By the end of 2024, new external documents will meet the plain language guidelines.
Status: Complete
Description of Progress: We have developed a guideline on plain language for staff. It is published on our intranet document templates page to ensure our staff consult the plain language guide before drafting a document or presentation. The guide offers suggestions and examples of plain language writing and includes a check list to help our staff review their work. Our guide draws from the Communicate clearly with plain language section of the Government of Canada Content Style Guide.
Action 5.15: If feasible, we will implement improvements to our menu of telephone options by the end of 2024.
Status: Complete
Description of progress: We created a single phone number for all offices to make it much easier to contact an office and/ or division. We are also exploring the addition of a TTY service.
Action 5.16: Starting in 2025, new documents created in Word, PowerPoint, PDF and Excel will be accessible.
Status: Complete
Description of progress: We completed this initiative in May 2023. Any further updates to these templates have also met, and will continue to meet, the same standard of accessibility.
Action 5.17: By 2025, we will implement the ability to develop HTML forms.
Status: Delayed to 2025
Description of progress: The process of making all our PDF forms accessible has been progressing slowly. The communications team is currently exploring alternative solutions, such as utilizing Government of Canada forms web services for non-complex forms.
3.6 Procurement of goods, services, and facilities
Below are updates on each of the procurement goals that we aimed to complete in 2024. We have also included updates for goals that were delayed from 2023 and goals after 2024 that we started this year.
Action 6.3: By December 2024, contracting officers will receive training on how to support employees to incorporate accessibility into procurement (if they have not previously received this training).
Status: Complete
Description of progress: We are changing our techniques to maximize how the accessibility tools are used. Procurement officers are completing training on accessibility that is offered by PSPC.
Action 6.4: From 2025 onwards, accessibility will be explicitly considered in procurements by either documenting the decision to not incorporate accessibility requirements or by including accessibility requirements.
Status: Complete
Description of progress: In every procurement, staff are required to submit a signed form on accessibility considerations. This form prompts staff to think about how accessibility is relevant to the procurement and how to purchase accessibly.
3.7 Design and delivery of programs and services
All of our goals about the design and delivery of programs and services were either completed in 2023 or are captured elsewhere in our plan and this report, such as disability sensitivity training.
3.8 Transportation
We have not identified any barriers in transportation. When we prepare our next accessibility plan it will reassess if there are any transportation barriers. If any barriers are identified, we will develop action plans to remove those barriers.
4. Consultations
We consulted with persons with disabilities in the creation of this report. On November 25, 2024, we consulted with our EDN. The Network is made up of employees of the IRB who have various disabilities and who are allies of persons with disabilities. We had approximately 15 members present at the consultation. The meeting was held virtually and was facilitated by an accessibility consulting firm and accessibility expert. We offered accommodations as needed and turned-on captions during the meeting. EDN members were also invited to send any comments through the online feedback form or by email, anonymously or named.
We asked the Network the following questions:
- What are your perspectives on the progress on accessibility at the IRB?
- Are there any new or additional barriers that you think the IRB should be planning to remove?
- Is there anything that would improve the progress on accessibility in 2025?
Overall, the Network saw positive changes for persons with disabilities who appear before the Board. However, they commented that more progress is needed for employees with disabilities. We heard that more consultations with the Network are needed on accessibility initiatives, such as the accommodation process review. Members of the Network suggested surveys, feedback forms, and anonymous feedback methods. These suggestions will be considered to improve consultations for the development of our 2026-2028 accessibility plan. We also heard the Network would like more transparency about the IRB's activities to improve accessibility, more detailed updates in progress reports, and more tangible goals in the next accessibility plan.
Members of the Network reported varying experiences with the accommodation process. One attendee reported positive experiences, while there were others who reported negative experiences. For example, attendees commented on delays, requests for medical notes, and a need for more transparency, consultation, and rationale for decisions. This signals that there is more work to be done to train managers and employees on disability accommodations. We have more information sessions planned in 2025.
Some participants raised concerns about the Labour Relations team's role in the duty to accommodate process. Everyone plays a role in accessibility, and the Labour Relations team collaborates with the Accessibility Coordinator in the Healthy Workplace Directorate to find possible accommodation solutions for employees. These comments are aligned with the need for more transparency and consultation on accessibility and accommodations at the IRB. Other participants raised concerns about the physical workspace. The Network noted space shortages, such as quiet rooms, as well as a lack of privacy between workstations and louder workplaces. As indicated in Actions 3.3 and 3.4, we are committed to making changes to our built environment when internal and PSPC resources and funding become available.
The IRB has documented the Network's feedback and will use it to inform how we implement actions in 2025 and in the 2026-2028 accessibility plan. We are committed to consulting persons with disabilities throughout the whole process of developing and putting in place improvements to accessibility. Finally, consultations will be instrumental for the development of the 2026-2028 accessibility plan. In addition to further consultations, we will use the 2024 Network comments to develop actions for our next accessibility plan.
5. Feedback
We value feedback, including feedback from persons with disabilities, as we continue to improve accessibility throughout our organization.
In 2024, we received the following feedback:
- The IRB should improve its monitoring, tracking, and reporting process by establishing measurable targets with key performance indicators, timelines with key deliverables, a shared and current progress tracker, and an objective monitoring framework.
- The IRB should improve its consultations with persons with disabilities.
- The IRB should provide more training to staff on accessibility, accommodations, and disability awareness.
- The IRB should improve the implementation of the GC Accessibility Passport.
- The IRB should continue to remove barriers in job postings, where operational requirements allow.
All feedback received has been tracked and considered as we identify future actions for improving accessibility at the IRB.
6. Conclusion
Accessibility is critical to ensure that all who interact with the IRB do so equitably and with dignity. Although progress is being made in advancing the accessibility plan, there is still considerable work required to make meaningful and lasting improvements in our accessibility journey. In 2025, we will continue to deliver on the remaining initiatives and will work diligently in renewing the plan for 2026-2028, which will be informed by lessons learned from the past years and from feedback from persons with disabilities, particularly our employees with disabilities.