CFMWS 2026-2028 Accessibility Action Plan

The PDF version of the 2026-2028 Accessibility Action Plan will be available soon

View the previous edition (2022-2025) of the Accessibility Action Plan in PDF format here

Executive Summary

The CFMWS 2026-2028 Accessibility Action Plan (The Plan) presents a strategic framework to advance accessibility throughout the organization. Building on previous initiatives and guided by the Accessible Canada Act, the plan addresses seven priority areas: employment, the built environment, information and communication technologies, communications, procurement, program and service design and delivery, and transportation. 

Developed through consultations with employees, clients and persons with disabilities, the plan sets out 31 targeted commitments to be implemented over the next three years, each designed to identify, remove, and/or prevent barriers to ensure equitable participation for all. Progress will be tracked through annual reports, with transparency and accountability at the forefront. As CFMWS embarks on this next phase, the organization recognizes that meaningful accessibility is a long-term effort, and remains committed to learning, adapting, and building capacity as we move forward.

Introduction

Who we are

As outlined in The 2024-2027 CFMWS Strategic Plan: 

“CFMWS’ focused commitment to Canadian Armed Forces (CAF) members’ health and well-being provides a unique value proposition for the Government of Canada through a Non-Public Property social enterprise model that reinvests profits back into programs and services — to strengthen the military community’s resilience.

Through a balanced approach to wellness, the programs and services we deliver address those critical areas that directly impact the CAF operational readiness. We deliver personalized services to recognize the diverse needs of a military lifestyle that supports and includes mental, social, physical, financial, and family well-being.”

As of March 31, 2025, CFMWS employed 4,298 people (including casuals) in 39 locations across Canada, the U.S., Europe, and elsewhere in the world. CFMWS is privileged to employ a diverse workforce encompassing a broad spectrum of jobs distributed across nine divisions:

• CANEX;
• Corporate Services;
• Finance;
• Human Resources (HR);
• Information Services (IS);
• Marketing and Communications (MarCom);
• Military Family Services (MFS);
• Personnel Support Programs (PSP); and
• SISIP Financial.

As outlined on our website: 

Our Vision
Improving lives at home and around the world.

Our Mission
To improve the military community’s resilience and well-being through the design, delivery and evaluation of wellness enhancing offerings to contribute towards operational readiness, recruitment, and retention of the CAF 

Our Values
Our values demonstrate our commitment to upholding the highest ethical standards in support of one another, the Canadian Armed Forces members, Veterans and their families. 

• We put our people first – we CARE for our members, our community and one another. 
• We act with INTEGRITY and strive to do the right thing – we say what we mean and do what we say. 
• We are one TEAM – We have each other’s back and get it done together for our members. 
• We constantly look for new ideas and find CREATIVE ways to provide our members with the best possible experience. 

We recognize that our reputation is characterized by our ethical conduct. Our employees are expected to abide by our values and the Values and Ethics Code for the Public Sector. For more information, check out our Code of Values and Ethics.

Our Programs
We strengthen our members so that they are ready to serve Canada.

• Physical fitness and injury prevention
• Competitive local, regional, national and international sport
• Human performance research and development
• Health promotion

We enable our members financial wellbeing.

• Insurance
• No-fee banking, savings and investment plans
• Financial planning and counselling

We provide opportunities for social connection and for adventure.

• Recreation programs for adults and kids
• Messes, community clubs, campgrounds and other leisure activities
• Discounted travel opportunities, quick-service restaurants and everyday discounts
• Retail goods, services, savings and rewards through CANEX and its partners
• Discounts with other retail and travel partners across the globe

We support our families.

• Virtual Counsellors available 24/7
• Military and Veteran family services across Canada, in the US and Europe
• Specialized support, including help with relationships, grief, moving, dealing with illness and injury, stress management and transitioning to civilian life.

CEO Message

As we launch our 2026–2028 Accessibility Plan, I want to take a moment to reflect on what this milestone means, not just for our organization, but for the communities and individuals we serve every day.

Accessibility is more than a legal obligation or a checklist. It’s a commitment to equity, inclusion, and respect. It’s about ensuring that everyone, our employees, clients and members, regardless of ability, can fully participate, contribute, and thrive. This new plan builds on the progress we’ve made and sets an ambitious vision for the future.

In practical terms, it means our firm commitment to hiring persons with disabilities and supporting them with the training and tools they need to thrive in their roles to serve our clients with disabilities appropriately. It means ensuring that all ill and injured CAF members and Veterans, and their family members with disabilities can access, use, and benefit from our specifically tailored programs and services.  It means creating a space where everyone can thrive.

The benefits of this plan are important. It will strengthen trust with our stakeholders and demonstrate our leadership in creating a workplace and service environment that reflects the diversity of our CAF community. Most importantly, it will improve the lives of the people we serve by making it easier for them to address barriers in CFMWS policies, programs, and procedures in the seven priority areas described in the Accessible Canada Act.

I would like to thank everyone who contributed to the development of this plan, especially those who shared their lived experiences and insights. Your voices have shaped a strategy that is both ambitious and grounded in real needs.

Together, we are building a more accessible future, one that reflects our values and our unwavering commitment to serving our Defence community with dignity and respect.

Ian C. Poulter
Managing Director, Non-Public Property 
Chief Executive Officer
Staff of the Non-Public Funds, Canadian Forces

CHRO Message

Accessibility is about people. At CFMWS, we believe everyone should have the opportunity to participate fully and with dignity. This plan reflects our shared commitment to inclusion and respect. It’s shaped by the voices of persons with disabilities, employees, and partners who helped us understand real barriers. Together, we can foster a culture where diversity is celebrated and everyone has the chance to thrive.

Accessibility is also about action and realism. As part of our HR strategy and in alignment with the Accessible Canada Act, this plan integrates accessibility into all aspects of HR operations. From supporting workers with disabilities through assistive devices and workplace accommodations, to enabling all employees to create accessible communications, spaces, and programming for our clients, we are committed to meaningful progress.

We recognize that achieving full accessibility is a journey. This plan is designed to be ambitious yet achievable, taking into account our organizational capacity and financial realities. Priorities will be addressed in phases, with a focus on sustainable implementation, measurable impact, and continuous improvement.

Accessibility is a responsibility we share. With leadership, collaboration, and thoughtful planning, we will build a barrier-free organization, one step at a time.

Gratia Derde
Chief Human Resources Officer

Priority Areas

In 2022, the Canadian Forces Morale and Welfare Services (CFMWS) published its first Accessibility Action Plan. The 2022-2025 CFMWS Accessibility Action Plan set the foundation for the first three years of working towards a Canada without barriers by January 1, 2040. 

As we look to the future, we continue to take the necessary steps to strengthen our commitment to an accessible workplace, to empower, and to support employees and clients living with disabilities.

The 2026-2028 CFMWS Accessibility Action Plan (The Plan) will describe commitments to be taken by CFMWS over the next three calendar years towards accessibility and inclusion. These commitments will address barriers in CFMWS policies, programs, and procedures in the seven priority areas described in the Accessible Canada Act:

• Employment;
• The Built Environment;
• Information and Communication Technologies (ICT);
• Communication (other than ICT);
• The Procurement of Goods, Services, and Facilities;
• The Design and Delivery of Programs and Services; and
• Transportation.

CFMWS will publish annual reports, in December 2026 and 2027, to illustrate progress toward accomplishing the commitments established in The Plan. We will also take this opportunity to highlight other accessibility-related initiatives, which may not have been included in The Plan. In March 2028, we plan to publish the 2028-2031 Accessibility Action Plan which will align with the fiscal year, instead of the calendar year. 

To maintain visibility of the annual reports and future action plans, we invite you to return to our strategy and our impact section of our website.

We now invite you to continue reading to learn more about CFMWS’s accessibility commitments within the seven priority areas.

Employment

CFMWS describes the employee journey as:

• recruitment;
• onboarding;
• development;
• engagement; and
• offboarding.

As described in chapter 6 of the Accessible Canada Standard on Employment, “During their employment journey, persons with disabilities encounter numerous barriers to accessibility and inclusion in the work environment. These include, but are not limited to:

• transitional barriers (barriers to accessing the work environment);
• attitudinal barriers (differential treatment and discrimination in the work environment);
• environmental barriers (barriers found within the work environment); and,
• barriers to ensuring a safe work environment for all workers.

Several social, environmental, and individual factors affect the experiences that persons with disabilities have at various stages of the employment life cycle. These factors include, but are not limited to:

• the nature of the lived experience with disability;
• age of onset;
• intersectional identity;
• size of the employer;
• type of workplace;
• type of work; and
• formal and informal policies and practices within the workplace.”

The following accessible employment commitments are designed to address workplace barriers for candidates and employees with disabilities, and were created with the Accessible Canada Employment Standards (CAN-ASC-1.1:2024 (REV-2025) – Employment) in mind. 

Table 1: Employment commitments

 
The Built Environment

The built environment refers to the physical spaces where people work, access services, and move through. This includes buildings, offices, entrances, hallways, washrooms, parking areas, sidewalks, and other structures designed and maintained by CFMWS.

In the context of accessibility, the built environment focuses on how these spaces are designed, constructed, and maintained to ensure that everyone, including persons with disabilities, can enter, navigate, and use them safely and independently.

CFMWS operates primarily on military bases and wings (B/W). The buildings and properties on B/Ws are owned by the Department of National Defence (DND), and the investment, control, and structural modifications fall within their responsibility. Accessibility measures for DND owned buildings are outlined in the Corrective Defence Team Accessibility Plan and reported on in the Defence Team Accessibility Plan Progress Report. CFMWS owns and operates the building and properties within our headquarters located at: 4210 Labelle Street, Gloucester, ON, Canada K1J 1J7. To deliver programs and services, CFMWS also secures hotel accommodations and rents spaces in facilities that are not owned by CFMWS or DND.

The following accessible built environment commitments are designed to address barriers for employees and clients with disabilities who access the built environment we operate out of, including those that are rented and owned.

Table 2: The built environment commitments

Information and Communication Technologies

Information and Communication Technologies (ICTs) are the digital tools and systems we use to manage and share information. These technologies enable people to communicate, collaborate, work efficiently, and access services in a variety of ways.

ICTs include: 

• hardware, which are physical devices like computers, smartphones, tablets, printers, and servers; 
• software, which are programs and applications that run on devices, such as word processors, email platforms, web browsers, and databases; 
• networks, which are systems that connect devices and allow them to share information, like the internet, Wi-Fi, and internal organizational networks; and 
• digital content which is information created, stored, and shared using technology, such as websites, online forms, videos, and electronic documents. 

ICTs are used in everyday tasks like sending emails, attending virtual meetings, accessing online services, and managing data. They are essential for modern workplaces and public services, and they continue to evolve as new technologies are developed.  

There is a clear intersect between accessible ICTs and other priority areas. For example: 

• Employment: workers with disabilities may require workplace accommodations in the form of specialized hardware or software to effectively complete the essential demands of their occupation; 
• The procurement of goods, services and facilities: when those goods and services are ICT, contractual agreements should include accessible compliance clauses; 

At CFMWS, the IS and MarCom divisions generally have the primary responsibility for policies, processes, and guidelines pertaining to ICTs. The CFMWS commitments to ICT will help IS and MarCom to address accessibility barriers. 

Table 3: ICT Commitments

Communication

Communications refers to how CFMWS shares information with employees, clients (customers and members), and the public. This includes written, verbal, visual, and digital communications used in day-to-day operations, services and programming. Documents (print and digital), emails, signage, presentations, videos, social media posts, website content and public announcements are all examples of communications.

Communications are accessible when they are clear, understandable and distinguishable to everyone, including persons with disabilities. There are many solutions that help make communications more accessible, such as:

• the use of plain language;
• the use of inclusive language;
• providing alternative formats (such as braille, large print or audio);
• being deliberate when designing the layout of materials;
• ensuring materials are designed to be compatible with assistive technology;
• selecting color schemes with high contrast; and
• captioning videos;

The CFMWS Brand Style Guide is conceptualized, developed, and monitored by the Marketing and Communications (MarCom) division and implemented in collaboration with all CFMWS divisions. CFMWS applies Website Content Accessibility Guideline (WCAG) principles and adheres to accessibility best practices across digital, video, print media and all managed national MarCom channels. Our national websites are built to Accessibility for Ontarians with Disabilities Act (AODA) communications standards, which is based on the latest version of the WCAG.

The following accessible communication commitment is designed to ensure resources are allocated to address accessible communication barriers experienced by CFMWS employees and clients.

Table 4: Communication commitments

The Procurement of Goods, Services and Facilities

Procurement and Contracting (PC) are essential activities in support of the delivery of Non-Public Property (NPP) mandated programs and services. NPP PC activities involve a diverse range of purchases of goods, services and/or access to facilities that span a vast geographic area and occur in a variety of CAF environments.

These often support activities across the other six priority areas of accessibility. To ensure acquired goods, services and access to facilities meet the accessibility needs of our employees and NPP beneficiaries, contracting authorities should consider accessibility from the earliest stages of the procurement process. This includes understanding and identifying the employee and client accessibility needs and incorporating them into solicitation documents and contracting materials.

The NPP Contracting Policy and the NPP Contracting Guidelines establish the current policies and processes for procurement and contracting. The following commitments for accessible procurement and contracting were created to support our contracting authorities integrate accessibility considerations through this process. 

Table 5: Procurement of Goods, Services and Facilities commitments

The Design and Delivery of Programs and Services

There are five main divisions of CFMWS who offer programs and services to our clients. These divisions are:

Personnel Support Programs (PSP): researches, designs, delivers, and evaluates programs and services that strengthen the operational readiness of the Canadian Armed Forces (CAF) and promote the well-being of CAF members, their families, and the broader military community, including:

• Soldier On to contribute to the recovery of ill and injured CAF members and veterans by providing opportunities and resources through sport, recreational, and creative activities;
• Recreation to enhance the well-being and resilience of personnel and their families through meaningful recreation experiences;  
• Health promotion to contribute to improved knowledge, attitudes, skills, and practices of personnel through education and recommendations;  
• Fitness to increase operational and health-related fitness of personnel through individual and group strength and conditioning programming; 
• Sports to enable personnel to engage in individual and team sports at local, regional, national and international levels, and with the civilian community; 
• Reconditioning to support ill and injured soldiers in a timely and seamless return to operations through individual and group reconditioning programming; 
• Messes to create opportunities for personnel to socialize in leisure activities while promoting military values and traditions through mess functions and activities; and 
• Deployment Support to provide comprehensive wellness support to deployed personnel in support of deployed operations within the CAF; and 
• Specialty Interest Activities such as golf clubs, curling clubs and campgrounds, to provide personnel, their families and the broader defence community with an opportunity to socialize and engage in leisure activities. 

To learn more about the programs and services offered by PSP, visit CFMWS | CAF Sports, Fitness, Recreation for Canadian military members, veterans and families. | CFMWS

Military Family Services: MFS supports CAF operational readiness by funding and delivering programs that strengthen family resilience and stability. Key areas include:  

• Readiness Support;
  • Military Family Services Program administers funding for and delivers services across a continuum of care in communities within Canada and OUTCAN,
  • Family Information Line offers virtual access to trained counsellors for CAF members and their families,
  • Virtual Education supports seamless integration and continuity of education for CAF dependents navigating military postings,
  • Spousal Employment offers resources and services to military families to reduce experiences of unemployment and/or underemployment and increase readiness and retention of CAF personnel,
  • Child Care Enhancement offers support and resource navigation to increase accessibility and continuity of services for military families, and
  • Community Development collaborates with public and private industry partners to deliver programs and services to Veterans and military families. 
• Transition Supports;
  • Dedicated family services, integrated within Transition Centres, assist families navigating releases, and
  • Veteran Family Program supports families of medically released Veterans. 
• Family Wellness;
  • Gender-based Violence programming raises awareness and improves access to services on healthy relationships and family violence for military members and families, and
  • Support Our Troops provides financial assistance to promote families’ resiliency and supports members and Veterans through grants and programs.
• Enabling Support;
  • MFS ensures programs are grounded in evidence-based design, supported by ongoing evaluation and continuous quality improvement. 

To learn more about programs and services offered by MFS, visit CFMWS and MFRC Support Services | CFMWS.

SISIP Financial: For over 50 years, SISIP Financial has provided trusted financial services tailored to the unique realities of military life including:

• Investments and Financial Advice to help CAF members and their families build financial resilience and achieve life goals through personalized planning and expert advice including;
  • comprehensive financial advice for key transitions such as release, retirement, second careers, deployments, relocations, and family changes,
  • investment solutions tailored to military life through RRSP, TFSA, FHSA, RESP, RDSP, and non-registered accounts, and portfolio reviews and investment assessments to align financial strategies with personal and career values.
• Insurance Solutions offers exclusive insurance products designed to protect CAF members and their families throughout their service and beyond such as;
  • Group Term Life Insurance and Term 100 Life Insurance,
  • Critical Illness Insurance for financial support during serious health events,
  • CAF Long Term Disability (LTD) which provides income replacement to CAF members who are medically released or unable to engage in gainful employment due to illness or injury, and
  • Accidental Dismemberment Plans.
•  Financial Counselling & Support by professionals who provide confidential, judgment-free support through;
  • budgeting and debt management with personalized strategies to balance income and expenses, reduce debt, and build savings,
  • credit counselling to offer guidance on improving credit scores and avoiding high-interest debt traps, and
  • support for financial distress including debt consolidation planning, Support Our Troops emergency grants and loans, and referrals to third-party professionals when needed.
• Financial Education to empower CAF members with tools and resources to improve financial literacy and confidence with;
  • workshops, briefings, and one-on-one sessions tailored to military life stages,
  • online resources and calculators to support informed decision-making, and
  • goal-setting guidance for major life events such as homeownership, retirement, and family planning.

To learn more about the services offered by SISIP Financial, visit CFMWS | Finances & Insurance | CFMWS.

CANEX: For over 55 years, has delivered value to CAF members, Veterans, and their families on and near Canadian bases and wings through a diversified group of retail stores, services, programs, concessionaires and its eCommerce platform, CANEX.ca. CANEX’s portfolio is uniquely curated for the needs of the CAF community, contributing to their physical, social, mental, financial, and family well-being on and near bases and wings. The programs and services offered by CANEX include:

• Programs;
  • CANEX CF One No Interest Credit Plan,
  • CANEX CF One Rewards,
  • CANEX CF One Free Shipping,
  • CANEX Price Match,
  • CANEX CF One Exclusive Pricing, and
  • CF One Member Appreciation.
• Services;
  • Brick-and-mortar retail stores,
  • Grocery stores,
  • Gas outlets,
  • Food service outlets such as Aramark, Tim Hortons, Starbucks and Subway to name a few,
  • Concessions and franchise partners, and
  • Affinity Partnerships (including The Personal Home & Auto, Canadian Defence Community Banking and CANEX Home Heating).

To learn more about CANEX programs and services, visit their website at CANEX - Canada's Military Store.

Finance: The Finance division is responsible for the overall financial governance of NPP Operations and Comptrollership of Public Funds. This is achieved by providing financial management and accounting services to NPP Entities across all CAF bases and wings (including some deployed operations), Army and Navy Reserves, and Navy Fleet by a team of service-driven professionals.  The programs and services offered by the Finance Division include:

• Programs;
  • Canadian Forces Central Fund (CFCF) Banking,
  • CFCF investment and treasury (grants and loans),
  • Consolidated Insurance Program (CIP),
  • Oversight of NPP Corporate Cards, and
  • Debit/e-transfer/Credit Card Payment Solutions.
• Services;
  • NPP Accounting Services (account payables, account receivables, cash handling and account/bank reconciliations completed in the CAF NPP Accounting System – PROPHET),
  • Financial Planning & Analysis,
  • Compliance and Assurance Reviews,
  • NPP Governance - Command Support,
  • Stewardship (Bases/Wings/Units (Reg and Res)), and
  • NPP Financial Policies and Directives (Including CDS Financial Delegation of Authority for NPP). 

To learn more about the Finance Division, visit their website at NPP Accounting | CFMWS.

Table 6: Design and delivery of programs and services commitments

 
Transportation

Transportation refers to the systems and services that help people travel from one place to another. While CFMWS is not a transportation company, transportation is embedded in our business practices when we:

• support the relocation of a candidate or employee into a new role at a different work location;
• send an employee to another location in the context of their employment;
• support military members in their travel in the context of our programs and services.

Travel at CFMWS includes:

• software used by the travel coordinator in the administration of a travel claim;
• communication between the travel coordinator, the traveler, the external service providers (if applicable) and the accounting office;
• external service providers such as vehicle rental companies, DND, taxi, ride shares, rail, ferry, and air travel;
• allowances;
• accommodations (for overnight travel);
• considerations for use of personal vehicles.

The intersection between transportation and the built environment includes parking lots, sidewalks, crosswalks, public transportation and other measures. The Plan considers these under “the Built Environment”.

The following accessible transportations commitments are designed to support CFMWS employees who administer travel claims, while considering accessible transportation requirements of our clients and the travel process.

Table 7: Transportation commitments

Priority Areas Conclusion

The table below synthesizes our commitments into categories by priority areas, to help us work towards a more accessible workplace for our employees and environment for the people we serve.

Table 8.1: Accessibility commitments by category and priority area

 Note: The total number of commitments does not represent distinct, standalone items. There are intentional overlap and complementarity across categories. For example, a single policy commitment may also encompass related processes and training initiatives. 

Consultations

CFMWS undertook two rounds of consultations to inform the development of The Plan. Feedback from these consultations supports our commitment to achieving a barrier-free Canada by 2040.

Each round spanned a three-week period.

• First Round: Targeted current employees with disabilities at CFMWS.
• Second Round: Expanded to include all CFMWS employees and our clients.

Communication Channels:

• Engagement through the CFMWS Champion for Persons with Disabilities to connect directly with employees with disabilities.
• A major announcement and follow-up reminder published on the internal website for all employees.
• An email campaign distributed via CF One to reach our clients.

Consultation Highlights 

A total of 125 people participated in the consultation process.

Of the respondents:

• 47% were either current or former CFMWS employees;
• 44% were clients; and
• 10% were other.

The respondents were asked if they identify as living with one or more disabilities. Of the respondents:

• 19% identified with pain-related disabilities;
• 18% identified with mental health-related disabilities;
• 12% identified with hearing disabilities;
• 12% identified with learning disabilities;
• 11% identified with mobility, flexibility, and dexterity disabilities;
• 5% identified with developmental disabilities;
• 4% identified with visual or sight disabilities;
• 2% identified with memory disabilities;
• 5% selected “other”;
• 1% selected “Prefer not to answer”; and
• 10% did not identify as a person with a disability.

Barriers Identified: 55 unique barriers (with several repeated across respondents)

• Comments were rewritten and simplified for clarity in The Plan.
• When comments intersect multiple priority areas, they are assigned to one area for ease of reporting.

Table 9.1: Classification approach

Barriers have been grouped into categories based on the type of solution required.

Table 10.1: Employment Consultations

Table 10.2: The Built Environment Consultations

Table 10.3: Information and Communication Technologies Consultations

Table 10.4: Communication Consultations

Table 10.5: Design and Delivery of Programs and Services Consultations

Consultations Conclusion

The table below organizes consultation feedback into categories aligned with priority areas. This breakdown allows CFMWS to translate insights from employees and clients into actionable commitments.

Table 11.1: Consultation Feedback Organized by Category and Priority Area to Inform Commitments

Note:

• Individual comments are not listed separately; similar feedback was grouped to avoid duplication.
• When comments intersect multiple priority areas, they are assigned to a single area for ease of reporting.

Closing Remarks

CFMWS remains steadfast in its commitment to fostering a barrier-free organization where accessibility and inclusion are integral to every aspect of our operations. Guided by the voices of persons with disabilities, employees and clients, this action plan outlines ambitious yet achievable commitments across seven priority areas, emphasizing sustainable progress, measurable impact, and continuous improvement.

As we move forward, annual progress reports will provide transparency and accountability, while ongoing feedback from our community will guide future initiatives. Together, through leadership, collaboration, and thoughtful planning, we will strengthen the resilience of our military community and ensure that everyone has the opportunity to thrive at CFMWS.

Glossary

A disability or disabilities means any impairment, a physical, mental, intellectual, cognitive, learning, communication or sensory impairment — or a functional limitation — whether permanent, temporary or episodic in nature, or evident or not, that, in interaction with a barrier, hinders a person’s full and equal participation in society.

A person with disabilities includes any person who self-identifies as living with a disability or disabilities.

A worker with disabilities includes any person with disabilities who is employed or seeking employment.

A candidate or candidates is a person or people seeking employment at CFMWS.

An employee or employees is a person or people currently employed at CFMWS.

A barrier or barriers 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.

Address barriers includes the:

1. identification of a barrier – noticing a barrier exists, 
2. elimination of a barrier – implementing a solution to ensure the barrier is no longer present, and
3. prevention of a barrier – proactively implementing a solution to ensure barriers to not become present

Commitments include initiatives, projects and actionable measures to be completed by the commitment owner by the established timeline set out in this action plan.

A commitment owner is a CFMWS position who is responsible for ensuring the commitments established in this action plan are completed by the timeline.

A travel coordinator is any CFMWS employee supports in administrative tasks associated with completing a travel claim.