Ottawa Hits Disability Hiring Goals, But the Path to Inclusion is Steep

OTTAWA, ON – December 03, 2025 – On the International Day of Persons with Disabilities, the federal government celebrated a significant milestone, announcing it has surpassed a key hiring commitment set six years ago. While the numbers mark a tangible victory, they also cast a bright light on the complex and challenging path that remains toward creating a truly barrier-free public service by 2040.

In a statement, Treasury Board President Shafqat Ali confirmed that the public service has hired nearly 7,000 persons with disabilities since 2019, exceeding its original goal of 5,000 by a remarkable 40%. The announcement coincided with the release of the sixth annual progress update on Nothing Without Us, the government's ambitious accessibility strategy.

"Accessibility is not only a legal obligation, but a shared responsibility that strengthens our institutions and the services we deliver to Canadians," Minister Ali stated, framing the progress as a step toward reflecting the diversity of the people the government serves. Yet, behind the celebratory figures lies a more nuanced reality of persistent barriers and the deep-seated cultural change required to achieve genuine inclusion.

Beyond the Numbers: A Strategic Overhaul

The progress announced today is the result of a deliberate, multi-faceted strategy launched in 2019. Nothing Without Us is more than a policy document; it is a strategic roadmap designed to fundamentally re-engineer the federal government's approach to accessibility. Its very title embodies a core principle: the co-creation of solutions with persons with disabilities, ensuring that lived experience is the driving force behind institutional change.

The strategy is built on five key pillars aimed at transforming the entire employee lifecycle and work environment:

1. Improving recruitment, retention, and promotion.
2. Enhancing the accessibility of the built environment.
3. Making information and communications technology (ICT) usable by all.
4. Equipping public servants to design and deliver accessible programs.
5. Building an 'accessibility-confident' public service culture.

Concrete innovations are powering this strategy. The GC Workplace Accessibility Passport, for instance, has been adopted by over 60 departments and agencies. This digital tool empowers employees to document their needs and the solutions that work for them, facilitating smoother conversations with managers and allowing them to carry their accommodation solutions with them as they move between roles. It represents a critical shift from a reactive accommodation model to a proactive, employee-centric approach. Further bolstering this effort is a $10 million Centralized Enabling Workplace Fund, designed to finance innovative projects that remove systemic barriers across the public service.

Measuring Progress, Uncovering Gaps

While surpassing the hiring target is a clear success, a deeper dive into the data reveals the scale of the remaining challenge. The representation of persons with disabilities within the federal public service has climbed from 5.4% in 2020 to 7.7% today. However, this figure still trails the 9.3% workforce availability—the estimated proportion of persons with disabilities in the Canadian labour market who are qualified for public service roles. This 1.6% gap signifies that the federal government, Canada's largest employer, does not yet fully reflect the workforce it could be drawing from.

Furthermore, historical data has pointed to another critical issue: retention. In previous years, the separation rate for employees with disabilities has been higher than their hiring rate, suggesting that getting people in the door is only half the battle. Creating an environment where they can thrive and advance is the more complex, and more important, part of the equation. The government's current focus on using data to address persistent barriers acknowledges this very challenge, moving the conversation from mere recruitment to meaningful, long-term inclusion.

This focus is also prompting a re-evaluation of how data is collected. A modernization project for self-identification is underway, aiming to better understand why some employees may choose not to disclose their disability. This initiative recognizes that true progress can only be measured when employees feel safe and supported enough to be fully seen.

The Persistence of Invisible Barriers

Minister Ali's statement acknowledged that "workplace barriers persist." These are not just physical obstacles like inaccessible buildings, but a complex web of systemic, technological, and attitudinal hurdles that continue to hinder the progress and well-being of employees with disabilities.

Reports from disability advocacy networks within the public service and departmental accessibility plans consistently highlight these challenges. Attitudinal barriers, including unconscious bias and a lack of awareness about invisible disabilities, can foster a culture where employees feel like a burden rather than valued contributors. Systemic issues, such as procurement policies that fail to prioritize accessible technology from the outset, create new barriers just as old ones are being removed.

The accommodation process itself remains a significant point of friction. Despite tools like the Accessibility Passport, employees still report long delays and bureaucratic hurdles in getting the tools they need to perform their jobs effectively. The strategy's goal is to move towards a state of proactive accessibility, where the workplace is designed to be inclusive by default, reducing the need for individual accommodations in the first place. Achieving this requires a profound cultural shift, supported by mandatory training for managers and employees at all levels.

The Legislative Backbone and a Cultural Shift

Underpinning this entire effort is the Accessible Canada Act (ACA), landmark legislation passed in 2019 that mandates a barrier-free Canada by 2040. The Act requires all federal entities to develop and publish detailed accessibility plans, creating a new standard of proactive responsibility and public accountability.

The Nothing Without Us strategy is the public service’s core mechanism for meeting and exceeding the ACA's requirements, positioning the government not just as compliant, but as a leader and a model for other sectors in Canada and abroad.

Ultimately, the investment in an accessible public service is an investment in a stronger Canada. An inclusive workforce, rich with diverse perspectives and experiences, is better equipped to design and deliver programs and services that meet the needs of all Canadians. As the government continues on its 15-year journey to 2040, the focus must remain fixed on dismantling the systemic and cultural barriers that persist. The recent hiring numbers are a vital and encouraging milestone, but they are a checkpoint, not a finish line, on the long road to building a public service where every employee is empowered to contribute their best.