CRCC Accessibility Plan 2026–2028

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Message from the Diversity and Inclusion Champion

Every federal public servant has the right to an inclusive, respectful and safe workplace with the tools needed to succeed. To contribute to achieving the government's goal of a barrier-free Canada by January 1, 2040, we are pleased to launch our second Accessibility Plan.

This Plan, developed in collaboration with persons with disabilities (PwD) and our employees, outlines specific actions that will be taken over the next three years to remove and prevent barriers for individuals in the workplace, as well as for the Canadian public.

Since 2023, I have served as the Diversity and Inclusion Champion at the Civilian Review and Complaints Commission for the RCMP (CRCC). I take great pride in the CRCC's commitment to integrating employment equity and diversity into its human resource management practices and management accountability mechanisms. This Plan focuses on the concrete steps that the CRCC will take to create a fair and equitable workplace, starting with improvements to recruitment, retention and promotion.

Over the next three years, we will focus on enhancing diversity and inclusion, addressing harassment and discrimination, and advancing employment equity in the workplace.

A diverse and inclusive workplace brings together people with different experiences, ideas and perspectives, making us stronger, more innovative and creative.

It is our responsibility to ensure that PwD have the tools, resources and policies in place needed to succeed in our workplace. I am very proud to champion the CRCC Accessibility Plan for 2026–2028 and the initiatives it establishes. Our vision is to make Canada's public service the most accessible and inclusive in the world, and the CRCC is excited to help lead this change.

Roxane Bériault
Diversity and Inclusion Champion for the CRCC

Civilian Review and Complaints Commission for the RCMP Action Plan

In July 2016, the Government of Canada consulted with more than 6,000 Canadians to understand what an accessible Canada meant to them, as part of the Accessibility Strategy for the Public Service of Canada,Footnote 1 led by the Treasury Board Secretariat (TBS). Following these consultations, a clear goal was set to make Canada's public service the most inclusive public service in the world.

On July 11, 2019, the Accessible Canada ActFootnote 2(ACA) came into effect, aiming to make Canada barrier‑free by January 1, 2040. To achieve this goal, each federally regulated entity, including the CRCC, is required to prepare and publish an accessibility plan every three years.

People who face barriers may not feel comfortable self-identifying as having a disability. Therefore, this action plan uses the terms “persons with disabilities” and “PwD” to refer to all persons who face barriers because of an identified or unidentified; visible or invisible; permanent, situational or temporary impairment of any type. This is in line with the purpose of the ACA, which is “to benefit all persons, especially persons with disabilities.”

Consultations with public servants with disabilitiesFootnote 3 found that they:

  • experience harassment and discrimination at rates that are higher than other public servants
  • have significantly lower chances for promotion
  • frequently feel disrespected or marginalized where their voices would be critically helpful
  • lack mentorship and role models
  • face extensive barriers to securing a public service job
  • too often must explain and justify even the most basic adjustments repeatedly as they move through the public service
  • expend significant energy to have even minimally suitable working conditions
  • have an exit rate that is almost twice the hiring rate across the federal government

The CRCC is committed to preventing, identifying, and removing barriers, creating more consistent accessibility experiences in the following priority areas:

  • Improve recruitment, retention and promotion of PwD
  • Enhance the accessibility of the built environment (i.e. the physical work environment)
  • Make information and communications technology usable by all
  • Equip public servants to design and deliver accessible programs and services
  • Build an accessibility-confident public service

Through a “Nothing Without Us”Footnote 4 approach, the CRCC Accessibility Plan for 2026–2028 aims to advance transparency, collaboration and proactivity. Through consultations, we have identified successes, barriers, and opportunities in the priority areas listed above.

1. General

The CRCC is an independent agency established to enhance accountability within the Royal Canadian Mounted Police (RCMP). It ensures that public complaints made about the conduct of RCMP members are examined fairly and impartially. The CRCC receives complaints from the public and conducts reviews when complainants are not satisfied with the RCMP's handling of their complaints. It is not part of the RCMP. The CRCC is a micro-organization of approximately 89 employees.

1.1 Executive summary

The ACA and the Accessible Canada Regulations establish a three-year planning and reporting cycle, which has been in place since 2022. To date, the CRCC has published an Accessibility Plan for 2023–2026, a 2023 Progress Report, and a 2024 Progress Report, completing the first cycle. This allowed the CRCC to reflect on its goals and review the actions needed to achieve those goals.

As the CRCC enters the second cycle and presents the updated Accessibility Plan for 2026–2028, it is imperative to note that this is not a new initiative, but part of an ongoing process aimed at improving accessibility. This plan builds on the progress made over the past four years, with a continued focus on an employee-centric approach. The updated plan reflects contributions and feedback from employees at all levels, embodying the “Nothing Without Us” philosophy.

Moving forward, the CRCC's success will be measured through both qualitative and quantitative accessibility metrics aligned with its vision, values, and priorities that foster a culture of accessibility and inclusivity for all.

Inclusive work environments are diverse and require different accommodations to meet varying needs. For example, ergonomic sit-stand desks are available to all employees and accommodate those with mobility challenges as well as individuals with back, neck, or musculoskeletal issues. At the CRCC, we are committed to creating a space where everyone feels included and safe, recognizing the value of diverse perspectives and lived experiences.

In alignment with the ACA, the CRCC has identified key actions to address and eliminate accessibility barriers within the organization. These actions, outlined in the following sections, aim to create a culture of inclusivity, with continuous measurement and progress reporting.

1.2 Roles and Responsibilities

Every employee at the CRCC has a role to play in the development and implementation of the Accessibility Plan for 2026–2028. Outlined below are the roles, responsibilities and expectations for the next three years:

  • Diversity and Inclusion Champion: The champion advises and supports the project sponsor in decision-making. The champion is a key advocate for the plan and the changes that come with it. In addition, the champion must build employee morale, engage employees affected by the change, and demonstrate desired behaviours.
  • Human Resources Directorate: The Human Resources Directorate is responsible for the development, promotion and implementation of the CRCC Accessibility Plan for 2026–2028. They will ensure that the actions outlined in the plan are assigned to the appropriate groups and will carry out frequent progress check-ins. The Human Resources Directorate will also lead the development of the Key Performance Indicators to ensure that progress is monitored and opportunities for improvement are identified.
  • Governance: The CRCC corporate governance will be consulted periodically to provide strategic direction or make recommendations, as required, about actions set out in the Plan. The governance bodies consulted include the:
    • Chairperson's Office
    • CRCC Senior Executive Committee
  • Managers: The role of managers will expand beyond daily operational duties. They play a vital role in employees' adoption and acceptance of a culture that supports accessible day-to-day operations. Managers will be communicators, advocates, coaches, liaisons, and active proponents of accessibility.
  • Employees: All employees play a part in the successful implementation of the CRCC Accessibility Plan. To foster an accessible culture within our workforce, employees should:
    • adopt the behaviours encouraged in the Accessibility Plan
    • advocate change by soliciting interest and support
    • openly communicate with management about any concerns/barriers, or potential opportunities

1.3 Accessibility Statement

Being a diverse, inclusive and accessible employer is a priority at the CRCC. We are committed to creating a barrier-free workplace that will allow the full and equitable participation of PwD in our workforce.

The goal of meeting the legislative requirements for the CRCC is to:

  • build strong, diverse teams
  • promote fairness, justice, and equity
  • advocate for the full participation of PwD in the workforce
  • establish a barrier-free Canada

1.4 Feedback process

Feedback is received by the CRCC's Executive Assistant to the Chairperson.

Feedback can be sent by email or mail using the contact information listed below:

1) Anonymous Feedback Form

Anyone can provide feedback, anonymously if desired, through the Accessibility feedback form available on the CRCC website.

2) Mail

Feedback by mail can be sent to the following address:

Civilian Review and Complaints Commission for the RCMP
P.O. Box 1722, Station B
Ottawa, ON K1P 0B3

For more information on how to provide feedback to the CRCC, please refer to the description on our Accessibility feedback process page.

More information about accessibility in Canada is available on the Employment and Social Development Canada website.

1.5 Alternate formats

The contact information listed above can be used to obtain our feedback process description, or our action plan and progress report in these alternate formats: print, large print, Braille, audio or an electronic format that is compatible with adaptive technology intended to assist PwD. Copies will be provided as soon as possible. Braille and audio formats may take up to 45 days. Print, large print and electronic formats may take up to 20 days.

2. Priority areas identified by the Accessible Canada Act

2.1 Employment

The CRCC is dedicated to implementing government-wide initiatives and increasing representation of PwD across all occupational groups and levels. This will be achieved through ensuring barrier-free hiring, retention, promotion, training, and workplace accommodations for PwD.

Barriers:

  • Gap of 1.6% between the workforce availability of PwD and their representation within the CRCC (as of March 31, 2024)
    • Total population: 89
    • Workforce availability (WFA) for PwD (based on Census 2021 and the 2022 Survey on Disability): 11.7%
    • CRCC representation of PwD: 10.1%
  • Reluctance of employees to declare and self-identify as a PwD
  • Lack of awareness of the benefits of completing the self-identification (self-ID) form

Actions:

  • Educate and raise awareness among managers of hiring PwD.
  • Promote the use of the (digital) Accessibility Passport to all employees and managers, including in onboarding process.
  • Promote and educate around the importance and benefits of self-ID and the completion of the self‑ID form.
  • Leverage existing GC programs (e.g. Federal Internship Program for Canadians with Disabilities, Federal Student Work Experience Program [FSWEP], FSWEP for students with disabilities, Virtual Door to Talent with Disabilities).
  • Review representation, identify gaps in specific occupational groups, and create targets.
  • Review onboarding process to ensure it includes links to accessibility-related supports.
  • Develop and disseminate communication products to raise awareness of disability and accessibility among CRCC employees.

2.2 Built environment

The built environment pillar focuses on the physical work environment and the availability of equipment and tools. All individuals deserve access to an equitable and safe work environment.

Public Service and Procurement Canada (PSPC) is responsible for managing and providing government organizations and parliamentarians with federal property and accommodation services. In support of this, PSPC is undertaking an evaluation of the physical accessibility of federal buildings in consultation with PwD.

Barrier:

Action:

  • Work with PSPC to ensure new office space is suitable in terms applicable to accessibility and ensure that such terms are assessed against the standards cited by the Strategy and the Directive.

2.3 Information and communication technology (ICT)

With the return to the office and the CRCC's adoption of a hybrid workplace, it is even more important for the CRCC to ensure that accessibility is taken into consideration by ensuring websites, applications, digital tools and documents (e.g. PDFs, videos, internal systems) are accessible to all users.

Barrier:

Action:

  • Increase awareness and uptake of the AAACT program with targeted communications, training, and accessible resources into departmental onboarding processes.

2.4 Communication, other than information and communication technologies

The CRCC is dedicated to ensuring that all its communications, whether internal or external, are accessible. This includes ensuring that the CRCC communications are written in plain, gender-neutral language.

Barrier:

  • Lack of consistent awareness and application of digital accessibility practices among employees.

Actions:

  • Circulate and implement new standards for shared documents in alignment with the Digital Accessibility Toolkit, including CRCC's webpage/InfoExpress accessible through both desktop and mobile devices.
  • Invite the Accessibility Commissioner to present to the CRCC.

2.5 Design and delivery of programs and services

There is limited data on the accessibility of the Government of Canada's programs and services to clients.

Barriers:

  • Findings from Employment and Social Development Canada's 2017 Client Experience SurveyFootnote 6 revealed that clients with restrictions (whether hearing, seeing, mobility, cognitive/mental health or other) have a 67% overall satisfaction rate when accessing services, compared with 87% for all clients.
  • Clients report that they have more difficulties than other clients with ease, timeliness and effectiveness in accessing services.
  • Public servants expressed a need for more tools and training to better serve clients with disabilities.

Actions:

  • Consider the development of a client-satisfaction data strategy for services delivered directly to the public by the CRCC (particularly with respect to complaints), keeping in mind the challenges associated with this type of survey given the emotionally charged content and services.
  • Consider new ways to monitor how accessibility influences the discretionary functions of the CRCC's mandate when making decisions with respect to public complaints. While the CRCC does not issue grants or contributions to recipients, this category could extend to discretionary refusals or exceptions (e.g. complaints or review requests that fall outside of the time limit). Additionally, the demographics of employees receiving Instant Recognition Awards could be monitored.
  • Continue to consult with external organizations of PwD and disability advocacy organizations to assess the CRCC's current programs, with specific attention to direct service providers.
  • Continue to consult with the above-indicated organizations and groups when designing and implementing new programs and services.

2.6 Procurement of goods, services and facilities

When federal organizations procure or acquire goods, services, or facilities, they must include accessibility considerations in procurement policies, contracts, vendor selection, specifications, and contract performance.

Barrier:

  • Limited understanding or prioritization of accessibility requirements within procurement processes, which can result in inconsistent application, exclusion of accessibility criteria without sufficient rationale, and underutilization of available guidance—even when tools and resources are provided to support inclusive purchasing decisions.

Actions:

  • Require that project lead (Technical Authority) consider how accessibility can be incorporated into their respective procurement of goods, services, or construction, including acquisition card purchases.
  • Require that project lead (Technical Authority) provide justification to the Contracting Authority when accessibility criteria are excluded and which must be kept in the procurement file.
  • Encourage project lead (Technical Authority) to use the following guides that focus on areas where PwD face barriers to accessibility when interacting with goods and services:

2.7 Transportation

This priority area under the ACA does not apply to the CRCC.

3. Consultations

The actions in the Accessibility Plan for 2026–2028 were developed through collaboration between senior management, the Diversity and Inclusion Champion, the Human Resources Directorate, and employees across the organization. The focus was on identifying meaningful steps to enhance accessibility over the next three years.

Diversity and Inclusion Champion

To help foster a more inclusive and respectful workplace, our organization has appointed a Champion for Diversity and Inclusion. This role is held by a senior executive, ensuring that everyday voices are heard and represented in shaping how we work together.

The Diversity and Inclusion Champion works in close partnership with the Human Resources Directorate to promote equity, celebrate diversity, and encourage inclusive practices across the organization. They help spotlight important initiatives, share resources, and support events that reflect our commitment to building a welcoming environment for all.

By listening to colleagues, sharing perspectives, and amplifying inclusive efforts, the Champion plays a key role in helping our workplace grow into a space where everyone feels valued and empowered.

Directorates

As we move forward, consultation will continue with subject matter experts and internal and external partners to ensure that the CRCC is equipped with the right knowledge to implement the vision (the Accessibility Statement), eliminate barriers, and put the proposed actions into place. Successful implementation of the Plan will not only be measured through meeting hiring targets by 2028, but through organizational performance.

Organizational performance is defined as the department's implementation of the tools and activities according to the strategic framework. By 2028, the goal is to ensure that the CRCC has fully achieved the objectives set out in the plan.

The Human Resources Directorate will report on progress made on the Accessibility Plan to CRCC senior management on an annual basis as well as to central agencies, when required.

Departmental Survey

In 2025, the Human Resources Directorate launched an internal survey to gather employee feedback in preparation for this phase of the Accessibility Plan. The survey was anonymous and voluntary, delivered primarily through an online questionnaire, with alternative formats available upon request.

The survey addressed all key areas outlined in Section 5 of the ACA.

Employees were encouraged to share their experiences, insights, and suggestions on how to identify, prevent, and eliminate barriers within these areas. The feedback collected provided valuable directions for shaping targeted actions and priorities for the next three-year cycle.

4. Implementation, monitoring and reporting

To ensure that accessibility remains a constant priority within the government, the ACA dictates that regulated entities prepare and publish annual progress reports on the implementation of their accessibility plans. These progress reports must be prepared in consultation with PwD and present the feedback received, if any, and how that feedback was taken into consideration.

The CRCC's next progress reports will be published in December 2026 and 2027 respectively and will pertain to the CRCC's Accessibility Plan for 2026–2028. They will include updates on the actions the CRCC has taken and include employee experience. Follow-up consultations will permit the CRCC to fully gage reaction to the implementation of the plan. As specified in the regulations, GC organizations must publish a revised plan every three years. As such, the CRCC's revised accessibility plan will be published in December 2028. 

5. Definitions

Accessibility is the degree to which a product, service, program or environment is available to be accessed or used by all. (accessibilité)

Accommodation refers to the modification of the workplace or working arrangements to meet the accessibility needs of its employees so that injured employees or employees with permanent requirements for accommodation can stay in the workplace and perform their jobs safely and efficiently. (mesure d'adaptation)

Barrier means anything—including anything physical, architectural, technological or attitudinal, anything that is based on information or communications or anything that is the result of a policy or a practice—that hinders the full and equal participation in society of persons with an impairment, including a physical, mental, intellectual, cognitive, learning, communication or sensory impairment or a functional limitation (obstacle).

Designated groups are women, Aboriginal peoples, persons with disabilities and members of visible minorities, as per the Employment Equity Act. (groupes désignés)

Disability is a broad category of experience that encompasses a wide range and degree of challenges, barriers, and impairments that affect many people and goes far beyond traditional ideas and stereotypes. A disability can be visible or invisible. It can be permanent or temporary. It can also be episodic in nature. A disability and its required accommodation can be permanent or temporary (while you recover from an injury, etc.) and the employer is required to provide accommodation to the point of undue hardship. (handicap)

Discrimination means treating someone differently or unfairly because of a personal characteristic or distinction, which, whether intentional or not, has an effect that imposes disadvantages not imposed on others or that withholds or limits access that is given to others.

There are 13 prohibited grounds of discrimination under the Canadian Human Rights Act (i.e. based on race, national or ethnic origin, colour, religion, age, sex, sexual orientation, gender identity or expression, marital status, family status, genetic characteristics [including a requirement to undergo a genetic test, or disclose the results of a genetic test], disability or conviction for an offence for which a pardon has been granted or in respect of which a record suspension has been ordered). (discrimination)

Diversity is the inclusion of different types of people. A diverse workforce in the public service is made up of individuals who have an array of identities, abilities, backgrounds, cultures, skills, perspectives and experiences that are representative of Canada's current and evolving population. (diversité)

Harassment is normally a series of incidents, but it can be one severe incident that has a lasting impact on the individual. Harassment is any improper conduct by an individual that is directed at and offensive to another individual in the workplace, including at any event or any location related to work, and that the individual knew or ought reasonably to have known would cause offence or harm. It comprises objectionable act(s), comment(s) or display(s) that demean, belittle, or cause personal humiliation or embarrassment, and any act of intimidation or threat. It also includes harassment within the meaning of the Canadian Human Rights Act (i.e. based on race, national or ethnic origin, colour, religion, age, sex, sexual orientation, gender identity or expression, marital status, family status, genetic characteristics [including a requirement to undergo a genetic test, or disclose the results of a genetic test], disability or conviction for an offence for which a pardon has been granted or in respect of which a record suspension has been ordered). (harcèlement)

Persons with disabilities are persons who have a long-term or recurring physical, mental, sensory, psychiatric or learning impairment and who a) consider themselves to be disadvantaged in employment by reason of that impairment, or b) believe that an employer or potential employer is likely to consider them to be disadvantaged in employment by reason of that impairment.

Persons with disabilities include persons whose functional limitations owing to their impairment have been accommodated in their current job or workplace, as per the Employment Equity Act. (personnes handicapées)

Workforce availability refers to the estimated availability of people in designated groups as a percentage of the workforce population. For the core public administration, workforce availability is based on the population of Canadian citizens who are active in the workforce and who work in those occupations that correspond to the occupations in the core public administration. (disponibilité dans la population active)

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