How to bring accessibility policy to life: moving beyond compliance
In my personal experience as the Accessibility Officer of an Ontario university, I saw firsthand that a compliance mindset doesn’t result in a more accessible organization. To create a more accessible organization requires dedicated accessibility leadership, broad employee involvement, and a focus on changing culture. In this blog post, I’m sharing my advice on how to make this change.
Building a culture, not just checking boxes
Accessibility and inclusion are shared responsibilities. While HR or DEI departments typically oversee accessibility policy, it’s important to engage employees more broadly. Broader employee involvement not only makes their work more personally rewarding, it also fosters a deeper commitment to accessibility. Without this shift, compliance initiatives may stall. For lasting impact, fostering a proactive responsive culture is key.
Appointing a dedicated Accessibility Officer: The key to driving change
Why this role matters
In my role as Accessibility Officer at a post-secondary institution, I found creating a dedicated position a highly effective strategy for championing the cause. The role ensured accountability, effective institution-wide coordination of initiatives, and close monitoring of evolving legal obligations, which minimized risks. Also, with the right person, a dedicated role helps instill leadership, vision, and passion. Avoid the trap of adding the portfolio to an existing HR or DEI role, as was the case prior to my appointment to the role. Leaving accessibility in HR or EDI risks the work taking a backseat to other competing priorities. Without a dedicated champion for the cause, efforts will be inconsistent, disjointed, and lack long-term vision and efficacy.
Creating committees for grassroots engagement
Beyond compliance: a mission-driven approach
I’ve seen firsthand how creating accessibility committees can meaningfully engage employees, raise awareness, and address complex issues. Involving staff who work directly with people with disabilities—alongside those with lived experience—ensures that accessibility goals and objectives are grounded in real challenges rather than simply meeting compliance requirements.
How to establish effective committees
To maximize impact, provide committees with clear mandates and involve them in establishing goals and objectives that go beyond minimum legal requirements. Including experts with lived experience in decision-making will add insights and momentum.
Engaging C-Suite executives: leadership must walk the talk
Why executive buy-in is crucial
Engaging leaders is critical for accessibility work, as not only do they make final decisions and control the purse strings, but their commitment signals that accessibility is an organizational priority. Without leadership support, accessibility efforts will slow and eventually stall. Securing executive buy-in is, therefore, vital for effective policy implementation.
Practical steps to secure executive engagement and support
In my years of experience, showing leaders the business case for accessibility is important to keeping them engaged. For example, reminding them of benefits like improved innovation and better employee retention. Leaders also respond well when you can connect accessibility to established corporate values. Reminding C-suite executives that compliance shortfalls can lead to legal and reputational risks, is another effective way to ensure accessibility stays top-of-mind and receives due attention.
Connecting the dots: aligning structures for long-term success
Avoiding the “silo effect”
I’ve seen various committees working in isolation, without alignment with larger organizational goals. This can result in groups operating out of step with their counterparts. For example, a website accessibility committee operating independently of a document accessibility committee. To prevent fragmentation and inefficiencies, an Accessibility Officer or other lead staff can encourage cross-collaboration between accessibility committees and other stakeholders where it makes sense.
The solution: a unified vision
The aim is for accessibility to become part of your organizational DNA. Updating your mission and/or core values to reflect accessibility as an enterprise-wide priority, will send a strong message. Finally, alignment between committees, the accessibility officer, and leadership ensures effective use of human and financial resources, towards a supportive accessible culture.
Conclusion: leading the way to accessibility
I encourage organizations to take proactive steps today—appoint a dedicated accessibility officer, engage employees, and align accessibility efforts with leadership and organizational goals. Inclusion is more than compliance—it’s a long-term commitment. The time to act is now.
Kian Merrikh (he/him) is a passionate accessibility advocate based in Guelph, Ontario, Canada. Holding an MBA and extensive experience in Diversity, Equity, Inclusion, and Accessibility (DEIA), he has served as an Accessibility Officer in a post-secondary institution, leading initiatives to ensure Accessibility for Ontarians with Disabilities Act (AODA) compliance and fostering more inclusive environments. Beyond accessibility, Kian has spearheaded Employment Equity and other DEI projects, leading systemic change and advancing workplace equity.