We are pleased to share CELA’s Strategic Plan  (July 2026 – June 2031) with you. Building on the previous strategic priorities from 2017-2021, the Strategic Plan outlines 4 areas of focus and supports a collaborative and inclusive approach.

We invite you to read the document and the explanatory letter from our Board Chair and Executive Director and we thank all who provided feedback and contributed to the development of these strategic priorities.

Strategic direction 

CELA’s guiding principle, purpose, and mandate set the foundation for our strategic direction over the next five years.  

Guiding principle 

What guides our work 

CELA’s work is grounded in the expertise and lived experience of people with print disabilities. Their perspectives shape the organization’s priorities, services, collections, partnerships, and ongoing decision-making. 

Purpose  

Why we exist 

CELA is committed to the fundamental right to read. We exist to enable equitable access to reading for people with print disabilities across Canada. As an essential national service, we work with public libraries, educators, and other partners to ensure people with print disabilities can fully participate in reading, opening up opportunities for learning, work, social connection, and everyday enjoyment. 

Mandate  

What we are responsible for 

• Providing accessible reading materials for people with print disabilities in Canada. 
• Supporting public libraries and other service delivery partners with tools, guidance, and resources to help them connect people to accessible reading materials. 
• Strengthening the accessible reading ecosystem through cross-sector partnerships that improve the content, technology, and infrastructure for accessible reading in Canada. 
• Championing equitable access to reading for people with print disabilities. 

Strategic pillars & objectives  

CELA’s work is national in scope, facilitated through public libraries, and supported by partners across the accessible reading ecosystem. The following strategic pillars are equally important and mutually reinforcing. Together, the pillars and objectives position CELA to strengthen its services while contributing to a more coordinated, sustainable, and equitable approach to accessible reading across Canada – one that helps people with print disabilities find, access, and use the materials they need. This structure provides a clear framework for advancing CELA’s work while allowing flexibility to respond to evolving needs, technologies, and opportunities. 

Effective service delivery & reading experience 

Improving how people discover, access, and use CELA services and accessible reading materials is central to this area of work. This pillar includes strengthening the reading experience for users while ensuring that public libraries and other service delivery partners have the training, guidance, and support needed to assist users. This work is continually informed by user feedback and the lived experience of people with print disabilities, helping ensure service improvements reflect real needs and experiences.  

Objectives: 

• Users can easily and reliably navigate CELA services to discover, access, and engage with accessible reading materials. 
• Public libraries and other partners have the training, guidance, and support needed to deliver CELA services effectively. 
• Users have the training, guidance, and support needed to use CELA services and related accessible reading technologies. 

Diverse, responsive collection  

A diverse, responsive collection is one that reflects what people want to read, in the formats they need. This pillar focuses on strengthening the breadth, responsiveness, quality, consistency, discoverability, and usability of CELA’s collection over time. It also involves continually improving and expanding available materials through production, purchasing, partnerships with other accessible reading services, and collaboration with industry to support born-accessible content.  

Objectives: 

• CELA’s collection is diverse, responsive, and reflective of user needs, interests, and format preferences. 
• The quality, consistency, discoverability, and usability of accessible formats continue to improve over time. 
• Users benefit from a growing collection developed through production, purchasing, partnerships, and collaboration. 

Reach & impact through partnerships 

Partnerships are essential to connecting more people with accessible reading. This strategic area focuses on strengthening delivery through public libraries, improving pathways into services, expanding reach through cross-sector relationships, addressing gaps in access, and supporting stronger coordination across the accessible reading ecosystem. 

Objectives: 

• More people are connected to CELA services through strong partnerships and clear referral pathways across key sectors. 
• Gaps in access to CELA services in non-participating jurisdictions are better understood and addressed to support broader reach. 
• CELA plays an active, collaborative role in coordination and advocacy within the accessible reading ecosystem, print disability rights, and the broader library sector. 

Sustainable, future-ready foundation 

A strong and forward-looking foundation is necessary for CELA to deliver on its mandate over time. This work includes building recognition of the value of accessible reading, advancing the case for sustainable investment in an equitable and accessible reading ecosystem, and ensuring CELA has the capacity, governance, and infrastructure required to respond to evolving needs. 

Objectives: 

• The role and value of an equitable and accessible reading ecosystem are widely understood, recognized, and sustainably supported. 
• CELA’s technology and data systems support reliable service, informed decisions, and readiness for future needs. 
• CELA has the organizational capacity, governance, and resilience needed to deliver its mandate as needs and demands evolve. 

Strategic Priorities Document and Letter from Board Chair and Executive Director (Word document)

Strategic Priorities Document and Letter from Board Chair and Executive Director (PDF)