Public Safety Accessibility Plan Progress Report 2023

1. General

1.1 Background

On July 11, 2019, the Accessibility Canada Act came into effect, with the desired end state to make Canada barrier-free by January 1, 2040. In December 2022, Public Safety Canada (PS) enthusiastically embarked on implementing an ambitious accessibility agenda through the PS Accessibility Plan in order to support this goal. Since this date, PS has been working on the implementation of activities outlined in the Plan to eliminate and prevent barriers for employees with disabilities.

To ensure implementation and progress of the Plan, an integrated accessibility plan project team was put together with DG-identified representatives for each of the following areas: Human Resources, Information Technology, Communications, Finance, Real Property Management, Procurement, Security and the Strategic Planning and Transformation Directorate). Each representative is expected to:

• meet with the project team on a quarterly basis and when required;
• establish completion timelines and report on progress for actions within their respective areas; and,
• act as liaison between the project team and their respective teams to ensure information is shared.

Additionally, a representative from the Employees with Disabilities Network was also added to the project team.

This Progress Report identifies actions taken and accomplishments achieved in year one of the PS Accessibility Plan in support of our commitment to create a barrier-free workplace to allow the full and equitable participation of Persons with Disabilities (PwD) in our workforce.

1.2 Feedback Mechanism

PS welcomes feedback on accessibility from employees and all Canadians. The Senior Advisor leading the accessibility file in the Values, Inclusion, Ethics and Wellness team under the People and Culture Directorate is responsible for collecting, analyzing, distributing and preserving any feedback received.

There are three ways that individuals can provide feedback on accessibility to PS:

Anonymous Feedback Form:

All individuals can provide anonymous feedback through the form available on PS public website.

Mail - Feedback can be sent to:

Public Safety Canada
Human Resources - Values, Inclusion, Ethics and Wellness
269 Laurier Avenue West
15th floor mailroom
Ottawa, ON  K1A 0P8

Telephone:

Feedback can also be provided by calling 1 (343) 576-5743 . People who are deaf or are hard of hearing can provide feedback in American Sign Language (ASL), Langue des signes québécoise (LSQ) or Indigenous Sign Language (ISL) via telephone using a Video Relay Service. These services are available to all Canadians at no cost. Read more about how the Video Relay Service works.

2. Consultations

In line with their role as accessibility leads for their respective areas, the members of the integrated accessibility project team were the first to be consulted on progress related to the activities outlined in the Plan. Following their review and feedback, the first draft of the Progress Report was developed.

Similar to PS’ approach for developing the Accessibility Plan, this Progress Report was shared with all PS employees for their consultation, including the Employees with Disabilities Network and the Accessibility Plan Working Group which was consulted to develop the actions outlined in the original Plan.

Employees had the opportunity to provide written or verbal feedback and all feedback was acknowledged and incorporated, as appropriate.

3. Actions taken in support of Accessibility - Year 1

This section outlines the measures taken at PS over the past year to remove identified barriers for PwD in each area as identified in section 5 of the Accessible Canada Act.

3.1 Employment

PS has taken the following actions to reduce barriers in employment, as identified in Section 6.1 of the Plan:

3.1.1 Recruitment and Onboarding

PS was able to close the departmental gap for PwD as of Q2 of 2023-24 with a representation of 9.6% compared to a Workforce Availability (WFA) of 9.1%. Gaps still exist in specific occupational groups (see Annex B) and recruitment targets will be established moving forward. In support of continuous efforts to recruit a diversified workforce, an AS-01 collective process specifically targeting the recruitment of EE group members was launched in October 2023, and a PM-02 process is planned for early 2024. An Employment Systems Review was conducted in the Spring and Summer of 2023, through an external consultant, to identify and eliminate systemic and attitudinal barriers to employment in current employment policies, procedures and practices that affect designated groups, i.e. women, Indigenous Peoples, PwD, members of visible minorities, as well as members of the 2SLGBTQIA+ communities. Findings and recommendations will inform various programs, processes and plans, including the upcoming Equity and Diversity Action Plan.

PS implemented a department-wide mandatory objective on Wellness, Equity, Diversity and Inclusion in performance agreements. A monitoring and reporting strategy is being drafted for the new 2023-24 mandatory Diversity and Inclusion objectives which will be shared for consultation with the PS Employees with Disabilities Network. These objectives support a culture shift in department, through the following indicators:

• Support Departmental action plans and initiatives that help increase diversity and inclusion. (ex: Strategic Framework on Diversity and Inclusion for Public Safety, the PS Accessibility Plan, etc)
• Contribute to the recruitment and retention of members of employment equity (EE) designated groups at all levels of the organization to demonstrate a commitment to diversity and inclusion and reduce EE gaps.
• Identify and eliminate barriers to inclusion; (ex: Support the employer’s Duty to Accommodate and ensure employees accommodation needs are met.
• Create a psychologically safe environment where employees are encouraged to share their points of views or raise a dissenting opinion.
• Encourage employee wellness (ex. lead by example; promote work-life balance, importance of self-care, share resources, tools, training, encourage participation in events/committees/networks, etc.)
• Complete mandatory training on unconscious bias and GBA+ within the established timelines and ensure employees complete it in a timely manner;
• In bilingual designated regions, build an environment conducive to the use of both official languages: promote the benefits of linguistic duality, respect employees official languages rights, and chair bilingual meetings.

An updated Onboarding Program for new employees and students was launched in 2023, including key contact information for new employees on the Duty to Accommodate (DTA) function at PS. This information will be reviewed as part of next steps to include the updated process and other relevant information on their rights as part of the DTA.

Corporate Staffing has started to analyze data from recruitment processes to identify trends in drop off rates of candidates from EE groups, including PwD, during the lifecycle of the process in order to determine areas of focus to further remove barriers. In June 2023, the Corporate Staffing team issued a call-out for employees of all groups and levels who are part of an employment equity (EE) group to be part of a repository of board members for selection processes with the intent to have diversified selection committees as we recruit a representative and diversified workforce.

For the second year in a row, PS participated in the annual Canadian Congress on Disability Inclusion Career Fair, hosted by Employment and Social Development Canada on May 26, 2023, to promote PS as an employer of choice to PwD.

The DTA centralized function was further streamlined throughout the year. A centralized budget was introduced for all accommodation related expenses in order to alleviate burden on managers and reduce financial barriers for employees requiring an accommodation. An online accommodation request form was put in place to further streamline the process. A Review Committee was created to ensure a holistic exam of the more complex cases requiring flexible work arrangements. In order to accommodate employees within a reasonable timeframe, weekly touchpoints were put in place between the DTA, Real Property and IT teams to review and consult on cases requiring their input and action. A DTA dashboard is used to report to senior management on the number of DTA cases, types of cases, timeliness, associated costs, and distribution of cases across the department. As part of next steps, this data will be used to develop service standards for the DTA function. Continuous efforts to increase knowledge and awareness of the DTA process were made through communications, a new intranet DTA Hub webpage and presentations to various audiences such as the Employees with Disabilities Network (June 28, 2023), the departmental Workplace Consultative Committee (September 20, 2023), and the PS Manager’s Network (December 12, 2023).

3.1.2 Retention

The 2023-24 PS Talent Mobility Inventory (TMI) includes the option for employees to self-identify as a member of an employment equity designated group. The TMI is part of the PS Talent Management Program and is designed to provide visibility to employees who would benefit from movement within the department. The addition of EE information will support efforts in filling any gaps in representation. Managers can work with their HR advisors to tap into this inventory to readily fill positions while providing developmental opportunities to PS employees. While participating in the inventory is not a guarantee of promotional or lateral appointment, 68% of the employees included in the 2022-23 TMI obtained a developmental opportunity or promotion. The EE information collected as part of the TMI remains confidential and can be accessed only by the Learning Team for reporting purposes. As we move forward, the data will help monitor the proportion of developmental opportunities or promotions given to EE group members through the Talent Management Program.

PS took a targeted hiring and training approach of PwD through an Administrative Recruitment and Development Program in early 2023. Upon their indeterminate hiring, these new employees received three weeks of full-time, in-person training from the PS Administrative Professionals Network, on various administrative tasks, software and tools. They formed interpersonal connections within their cohort, and started building their internal networks. Participants continue to be supported and coached as part of the Program.

Starting in Fall 2023, priority was given to employees with disabilities, Indigenous employees and employees who are members of a visible minority group for part-time group language training in support of the Call to Action on Anti-Racism, Equity, and Inclusion in the Federal Public Service. 44% of participants represented employees from EE groups, with 21% of that being employees with disabilities.

In May 2023, PS launched the Mentorship Plus Program’s second cohort to better support leadership and career development of employees from EE groups; 20% of mentees have identified as PwD.

PS hosted guest speakers from the Federal Speakers’ Forum on Lived Experience, LiveWorkPlay and ReachAbility to promote accessibility, diversity and intersectionality in the workplace. For example:

• To launch the Accessibility Plan in December 2022, PS employees were invited to a session with guest speaker, Joshua Frame, National Chair of the Federal Youth Network, to discuss current challenges and opportunities surrounding PwD, how we can create a workplace that de-stigmatizes disability, as well as his perspective on living with an invisible disability.
• On February 8, 2023, Anthony Lue – As part of Black History Month 2023, paralympic athlete, professional speaker and accessibility consultant shared his inspiring story of determination and perseverance.
• As part of National Accessibility Week 2023, Tova Sherman, CEO of ReachAbility, shared her insights on creating a culture supportive of PwD in our organization, the importance of disclosure, and many more related key concepts.
• At the Executive Symposium on October 24, 2023, Tina Namiesniowski, Senior Associate Deputy Minister of Employment and Social Development Canada, opened a dialogue on people with disabilities during a panel discussion on diversity and inclusion.
• On November 22, 2023, as part of Diversity and Inclusion Week , employees had the pleasure to hear one of their colleagues share her journey of change and resilience following a tragic accident.

3.1.3 Job Training

In addition to the multiple learning options offered by the Canada School of Public Service, PS offers in-house training sessions on a variety of subjects (performance management, talent management, learning and development plans, etc.) These training sessions are available in alternative formats to accommodate alternative learning needs (individual training, longer sessions as required, written material, etc.)

3.2 Built Environment

PS has taken the following actions to reduce barriers in the built environment, as identified in Section 6.2 of the Plan:

3.2.1 Real Property

The Real Property Operations teams have been meeting on a weekly basis with the DTA team to ensure employees are accommodated in a timely manner, especially with the return to the office mandate put in place in early 2023. These weekly meetings have resulted in faster turnaround times to ensure requests are investigated and actioned sooner.

The Real Property Strategic Planning team has updated all floor plans to reflect exact measurements to ensure that universal accessibility standards are maintained in the physical workplace. National building codes and the CSA - B651-18 are followed in each project.

Through monthly meetings with regional offices, the Real Property Operations team has been able to address identified barriers in the workplace in a meaningful and timely way. Montreal and Toronto office spaces are undergoing renovations which respect and reflect national building codes and the CSA - B651-18. They are going above and beyond the accessibility standards, as recommended by GCworkplace.

The process for support for persons requiring assistance during a building evacuation was updated in the context of a hybrid workforce. Training sessions are being planned those individuals.

3.2.2 The Hybrid Workforce

In the initial stages of the implementation of hybrid work, the Strategic Planning and Transformation Directorate sent out weekly feedback surveys to gather feedback from employees accessing the workplace. Feedback was used to improve the physical spaces, processes and communications, and also to address potential barriers in relation to accessibility. The results of these surveys were shared regularly through the Workplace Consultative Committee meetings open to all employees across the department.

A team of Workplace Ambassadors was put in place to provide on-site support to PS employees to help ensure a smooth transition to the hybrid work environment. The Workplace Ambassadors work very closely with the Real Property, DTA and Accessibility teams to share feedback, including both barriers faced and opportunities in the workplace for PwD to assess and adjust the work environment based on the employees’ needs (e.g. different monitors, desk options, assigned workstations, etc.)

3.2.3 Policies and Procedures

The DTA, Real Property and Security teams are working in collaboration to increase accessibility in the office through providing access to fully ergonomic workstations available for booking, and the implementation of a lending library for ergonomic equipment. The ergonomic workstations will be equipped with ergonomic mice and keyboards, and the lending library will provide employees the option to borrow ergonomic equipment (keyboards, mice, anti-fatigue mats and footrests) when working in PS offices. This will alleviate the need to carry certain equipment back and forth, while ensuring employees are accommodated in both locations (at home and in the office) beyond specific DTA and ergonomic needs.

The Real Property team follows National building codes, the CSA - B651-18 and GCworkplace guidelines in relation to accessibility and ergonomic needs in the workplace.

3.3 Information and Communication Technologies (ICT)

PS has taken the following actions to reduce barriers relating to ICT, as identified in Section 6.3 of the Plan:

3.3.1 Internal Training

PS’ Chief Information Officer Directorate (CIOD) has designated a lead to assist with formal requests relating to ICT for PwD. A technical writer position to assist all teams in CIOD with developing content that is accessible and consistent has been created and is currently pending budget approvals. As recommended by the Accessibility, Accommodation and Adaptive Computer Technology (AAACT) team at Shared Services Canada, the CIOD Software Solutions team is participating in the following training sessions:

• Document Accessibility Workshop
• Understanding digital accessibility and disability inclusion

A 3rd Party Software Approval Team (3PSAT) was created to assess all new third-party software requests, offer comments and point out potential risks posed to our department from their respective area of expertise along with mitigation solutions whenever possible. 3PSAT is comprised of representatives from the following areas:

• Accessibility
• Software Solutions and Infrastructure Operations
• Communications
• Contracting and Procurement
• Cyber Security
• Information Management & Data
• Learning and Development
• Legal
• Official Languages
• Portfolio Management
• Privacy Policy and Training Unit
• Web and Creative Services

3.3.2 Tools and Software

All new Commercial off the Shelf (COTS) and subscription based solutions are being reviewed for accessibility by 3PSAT. 

Progress is being made on introducing new accessibility functionality to IT systems (i.e. SNAP survey has been adopted as the department’s main survey tool as a result of the software’s significant upgrade in accessibility).

The migration of Sharepoint 2010 to M365 has vastly improved the accessibility of the modernized SharePoint sites. With the built-in accessibility feature of Sharepoint Online, the many tools available as well as training will enable site coordinators to better manage adaptive technology.

3.3.3 Collaboration and Innovation

With the IT Call Center contract expiring in December 2023 and no availability for extension, CIOD will be working to explore about new contracts and accessibility features available at that time.

The DTA team continues to work closely with AAACT through an ongoing contract to provide employees with access to adaptive computer technologies, tools, training, services and resources.

3.4 Communication (other than ICT: non-web documents and other non-ICT communications)

PS has taken the following actions to reduce barriers relating to communication, as identified in Section 6.4 of the Plan:

3.4.1 Accessible Communication Standards

Communications has struck working group leads and has begun engagement plans for the following activities:

• Accessible branding
• Accessible communications best practices, including the use of accessible language
• Simultaneous and equivalent formats

The Web and Creative Services team has acquired screen reader technology to test all web content for accessibility purposes. They have also begun development of a guide for developing accessible, non-web information products including training aids and other training materials provided in multiple formats.

Creative Services has begun development on guidance including a checklist for accessible communications and publications. This guidance will be finalized through consultation with PwD as part of the PS Branding review in Year 2.

Creative Services has also begun a review of PS branding including templates, guidance and governance. This will include consultation and review of the following activities:

• accessible branding
• guidance and a checklist for accessible communications and publications
• requiring that all employee communications, documents, briefing materials, and presentations be made and assessed for accessibility as part of the routing/approval process
• implementing best practices for communication products to increase the use of multiple, simultaneous and equivalent formats

Communications is establishing a working group and work plans in year 1 and will continue in Year 2 and 3 to engage with key stakeholders reviewing the existing use of multiple, simultaneous and equivalent communications product formats and develop and implement best practices based on internal and external user needs and business requirements. The goal is to develop a list (toolkit) of alternative formats and tools that can be used to enhance and ensure more accessible and inclusive communications.

3.4.2 Training

Tools and resources on accessibility standards, learning opportunities, hiring, and more are shared through the Accessibility Intranet page and updated regularly, in an effort to increase knowledge and awareness on the importance of accessibility in the workplace.

In addition, the Research Division under the Crime Prevention Branch, is striving to increase the accessibility of its research products and the inclusiveness of its engagement activities. Part of this effort includes:

• The development of a “How To”: Accessible Style Guide on Document Accessibility and Inclusion in collaboration with accessibility experts from the Inclusive Design Research Centre.
• The introduction of plain language summaries to its research reports in order to reach those with cognitive disabilities and those involved in the Criminal Justice System who may experience barriers to understanding the research.
• The addition of accessibility notes to all knowledge mobilization products, as a way to invite audiences to request alternate formats of the documents that suit their accessibility needs.
• Inviting engagement participants to submit multi-modal feedback (i.e., text, interview, digital engagement platform).
• The development of a Privacy and Ethics Toolkit to help researchers identify and address any potential issues in the design, conduct, and oversight of their research.
• The commitment to prioritizing the voices of persons with disabilities and actioning of accessibility and disability inclusion in research.

3.5 Procurement of Goods, Services, and Facilities

PS has taken the following actions to reduce barriers in procurement, as identified in Section 6.5 of the Plan:

3.5.1 Internal Training

All procurement officers in the PS Contracting and Procurement Unit (CPU) received Accessible Procurement Training from Public Services and Procurement Canada (PSPC) in the Spring. In early Summer, Accessible Procurement Training was provided by PSPC to the whole department, with a turnout of 94 participants. Given the high interest of the Department and within the CPU, more training sessions are being planned for early 2024, as well as discussions are currently underway with PSPC to build workshops on accessible procurement with collaboration from other departments.

3.5.2 Procurement Procedures

The PS CPU is engaging in ongoing discussions with PSPC on how to simplify the procurement process and has made progress in including accessibility considerations for procurement files as well as accessibility information in tenders, request for proposals and contracts.  CPU is also in the process of developing standard text to incorporate in all tenders, requests for proposal and contracts.

The team supports clients as they define and identify accessibility considerations for their requirements. Early discussions with clients help to identify accessibility requirements and potential barriers. When applicable, clients are asked to fill out a justification form with senior management to document their decision regarding the use of accessibility criteria or not.

3.6 Design and Delivery of Programs and Services

PS has taken the following actions to reduce barriers in the design and delivery of programs and services, as identified in Section 6.6 of the Plan:

3.6.1 Consultation Process

The Employees with Disabilities Network (EWDN) was put in place in April 2023 to foster disability inclusion as an employee-led network. A member of the network is part of the integrated accessibility plan project team to leverage and support feedback from PS PwD.

The 3rd Party Software Approval Team (3PSAT) is a working group that assesses all new third-party software requests, they offer comments and point out potential risks posed to our department from their respective area of expertise along with mitigation solutions whenever possible. The team is comprised of various internal service authorities, including Accessibility from both a reporting and ICT perspective.

The Respect, Equity, Accessibility, Diversity and Inclusion (READI) Committee is a departmental employee advisory forum that brings together representatives from all branches, all employee networks and communities and unions to create a forum focused on fostering a respectful and equitable workplace and wellness of employees within PS. The READI Committee did a revamp this year, and has included mandatory participation form all networks, including the EWDN.

Ongoing consultations and conversations on accessibility are held throughout the year through various committees and governance bodies, including the:

• Departmental Management Committee;
• Resource Management Committee;
• Workplace Consultative Committee;
• Diversity and Inclusion Forum; and
• Justice, Equity, Diversity and Inclusion (JEDI) Council.

Externally, PS continues collaboration with the Office of Public Service Accessibility at the Treasury Board Secretariat, and the Accessibility, Accommodation and Adaptive Computer Technology group at Shared Services Canada.

3.6.2 Training and Resources

The following actions were taken in hopes of raising awareness  on the importance of creating accessible programs and services:

• Through assigning accessibility leads for each area as part of the integrated accessibility plan project team, any and all feedback received through the anonymous feedback mechanism is sent to the respective lead for their action.
• As noted in the employment section, the department has hosted guest speakers from the Federal Speakers’ Forum on Lived Experience, LiveWorkPlay and ReachAbility to promote accessibility, diversity and intersectionality in the workplace for both visible and invisible disabilities. This has helped to raise and increase awareness on the importance of creating accessible programs and services in the department.

3.7 Transportation

It was found that the transportation pillar had minimal implications for PS employees, as the majority of employees do not rely on PS transportation as part of their daily job duties. To provide feedback on the status of this pillar, please contact the Accessibility Team.

4. Feedback Received

Since publishing the PS Accessibility Plan in December 2022, feedback has been received from six individuals through our online feedback mechanism. However, only two were related to accessibility at PS, as outlined below:

5. Moving Forward

PS has had the opportunity over the past year to learn and grow through the implementation of the actions outlined in this progress report. As a department, we are now more acutely aware of the challenges and demands of this implementation. There is much work to be done to ensure a systemic shift towards a culture of disability inclusion, whereby voices of employees with disabilities are empowered and heard at all levels of the department.

Moving forward, the department will be targeting the real inequities facing employees with disabilities. This will be achieved through extracting PwD specific data to understand where specific inequities continue to exist (e.g. promotion, mentoring, recruitment, etc.) . We are committed to revisiting the actions set out for year two and three through consultations with employees with disabilities and subject matter experts, to ensure that planned actions truly address the needs of the community, and to measure whether we are making an impact on the specific areas where inequities exist.

Each and every employee has a part to play in reducing stigma, eliminating the barriers and promoting full and equitable participation of PwD in our communities and workforce. Co-creation and collaboration will continue to be a priority as we move forward in creating a barrier-free workplace. 

6. Annex A: PS 2023-2026 Accessibility Plan Actions and Planned Timelines

This annex outlines the implementation plan for the next three years for each action as identified in the PS Accessibility Plan for 2023-2026.

The actions identified with a check mark (✔) are completed or ongoing and those identified with a dot (•) are planned.

6.1 Employment

Recruitment and Onboarding

Action: Review HR policies and processes

Develop a recruitment strategy targeting PwD

Status: Planned for Year 3

Develop training and guidance for managers, supervisors and executives on hiring PwD (e.g. design of selection processes to accommodate candidates who identify as PwD)

Status: Planned for Year 2

Review the evaluation and interview processes

Status: Completed in Year 1

Review performance agreements

Status: Completed in Year 1

Review new employee forms

Status: Completed in Year 1

Review flexible work arrangements

Status: Planned for Year 2

Action: Broaden outreach activities to promote recruitment of PwD

Engage in partnerships with community organizations representing PwD (e.g. Neil Squire Society, LiveWorkPlay, Ready Willing and Able)

Status: Ongoing for Years 1, 2, and 3

Leverage existing GC programs (e.g. Federal Internship Program for Canadians with Disabilities, Federal Student Work Program, Virtual Door to Talent with Disabilities)

Status: Ongoing for Years 1, 2, and 3

Identify PwD in existing pools to hiring managers

Status: Ongoing for Years 1, 2, and 3

Create a targeted recruitment process for PwD at PS

Status: Completed in Year 1

Review representation of PwD, identifying gaps in specific occupational groups and creating targets

Status: Planned for Year 2

Action: Review onboarding and accommodation process to improve integration of PWD in the workforce

Promote the centralized Duty to Accommodate process

Status: Ongoing for Years 1, 2, and 3

Develop an anonymous online platform for PwD to exchange information and ideas on barriers and solutions

Status: Planned for Year 2

Provide full accommodation to employees within a reasonable timeframe

Status: Ongoing for Years 1, 2, and 3

Retention

Action: Provide career support to PwD in order to ensure they have the capacity to reach their career goals through job mobility and promotions

Put in place mentorship and developmental programs for PwD

Status: Ongoing for Years 1 and 2

Leverage the talent map placements to promote internal talent

Status: Ongoing for Years 1, 2, and 3

Increase management awareness (e.g. through mandatory training, workshops, information sessions, etc.) to ensure they are equipped in supporting their PwD employees in their work, performance and career aspiration

Status: Ongoing for Years 1, 2, and 3

Ensure PwD have equitable access to career advancement opportunities (assignment, promotions, developmental)

Status: Ongoing for Years 1, 2, and 3

Action: Increase awareness of the issues surrounding workplace wellness for PwD, by leveraging a culture that understands, respects and promotes PwD in all aspects of the workplace through collaboration, inclusivity, and respect

Ensure availability of flexible work arrangements for PWD

Status: Ongoing for Years 1, 2, and 3

Develop recognition programs specifically for PwD

Status: Planned for Year 2

Seek and implement specialized training on barriers that PwD face, including available Canada School of Public Service training

Status: Planned for Year 2

Hold awareness campaigns that will attest to a culture of open discussion where PwD feel comfortable to self-identify

Status: Planned for Year 2

Action: Ensure all training is accessible to PwD

Provide training in alternative formats to accommodate alternative learning needs

Status: Completed in Year 1

Design learning systems, platforms, tools, and content in collaboration with PwD to ensure their specific needs are met

Status: Ongoing for Years 2 and 3

Consult with PwD in order to identify specific training needs, including language training, within all types of disabilities (i.e. vision, hearing, mobility, cognitive, speech)

Status: Ongoing for Years 2 and 3

6.2 Built Environment

Real Property

Action: Go above and beyond accessibility standards in the physical workplace

Ensure employees have access to ergonomic equipment and/or equipment that falls under the DTA that they require in the physical workplace, regardless of their telework agreements

Status: Ongoing for Years 1, 2, and 3

Offer PwD the opportunity to test and identify barriers of any modifications to the physical workplace prior to- and during the design and transition into the Hybrid Workforce

Status: Planned for Year 3

Review and identify areas in need of improvement, in consultation with PwD, where building service areas are not accessible (curbs, change in elevation, elevators, bathrooms, open building concepts, accessibility parking options, etc.)

Status: Planned for Years 2 and 3

Pilot new technologies in the physical workplace

Status: Planned for Year 3

Identify, in collaboration with Public Services and Procurement Canada and/or building owners, potential accessibility barriers in buildings (e.g. no ramp to access 340 Laurier)

Status: Planned for Years 2 and 3

Review emergency and business continuity planning procedures

Status: Planned for Years 2 and 3

Action: Ensure regional offices are fully engaged and included in the workplace planning process

Ensure continuous consultations with regional employees

Status: Ongoing for Years 1, 2, and 3

Re-assess long-term space planning with PSPC to ensure regional offices meet requirements for users

Status: Planned for Years 2 and 3

The Hybrid Workforce

Action: Consult PwD to inform changes relating to the hybrid workforce

Identify and address barriers that PS’ physical offices and telework arrangements present for PwD

Status: Ongoing for Years 1, 2, and 3

Assess the impacts on the transition to the hybrid workforce on PwD (e.g. through consultation, pulse surveys, etc.)

Status: Planned for Year 2

Develop Key Performance Indicators related to accessibility to measure the success of the organization in the return to office process

Status: Planned for Year 2

Policies and Procedures

Action: Ensure PwD are aware of and have access to all resources required to be successful in the workplace

Collaborate with the Human Resources Directorate in the promotion of the centralized Duty to Accommodate process

Status: Ongoing for Years 1, 2, and 3

Provide full accommodation to employees within the established service standards timeframe

Status: Planned for Year 2

Review the assessment, evaluation, training, technical support and available information related to individual accommodation

Status: Planned for Years 2 and 3

Develop best practices, training and guidance for efficient use of office space

Status: Planned for Years 2 and 3

6.3 Information and Communication Technologies (ICT)

Internal Training

Action: Take an accessible-by-default approach to equipping PwD in the workplace

Train IT employees to increase accessibility knowledge and sensibilization in order to adapt services and interactions

Status: Planned for Year 2

Assign designated IT specialist(s) that are trained to work with PwD

Status: Completed in Year 1

Ensure timely escalation within established service standards for cases relating to PwD

Status: Planned for Year 2

Deliver and promote end-user training on using accessibility features on all available programs

Status: Ongoing for Years 1, 2, and 3

Develop and promote guidance and training material for IT professionals for working with PwD

Status: Planned for Year 2

Develop and promote guidance and training documents for PwD (e.g. making items larger on a screen, activating reader on MS Word, activating closed captioning on MS Teams, etc.)

Status: Ongoing for Years 1 and 2

Review and improve the Web presence (internal and external) through consultations with PwD

Status: Planned for Year 2

Provide all information and document in multiple formats (e.g. GCDocs, InfoCentral, plain text, etc.)

Status: Ongoing for Years 1, 2, and 3

Action: Review organizational IT accessibility capabilities

Take an inventory of IT systems used by the department to measure accessibility capabilities

Status: Planned for Year 2

Update network security profiles

Status: To be confirmed

Progressively introducing new accessibility functionality to IT systems

Status: Ongoing for Years 1, 2, and 3

Collaboration and Innovation

Action: Introduce innovative solutions and tools to create a more accessible workplace culture

Test accessibility through the lifecycle of the use of any new tool introduced (this will help identify areas to train employees on accessible utilization)

Status: Ongoing for Years 1 and 2

Develop a consultation process for PwD when introducing new tools or software to the organization

Status: Planned for Year 2

Explore innovative solutions, tools and software (e.g. Statistics Canada pilot project for allowing text to speech on documents and web)

Status: Ongoing for Years 1, 2, and 3

Explore the use of Video Remote Sign Language Interpretation for IT call centre

Status: Planned for Year 2

Explore the possibility of a standing offer for sign language interpretation

Status: Completed in Year 1

Continuously leverage the Accessibility, Accommodation and Adaptive Computer Technology team

Status: Ongoing for Years 1, 2, and 3

6.4 Communication (other than ICT)

Accessible Communication Standards

Action: Ensure all internal and external communication products meet accessibility standards

Review and update branding, including corporate templates for accessibility (e.g. briefing notes or PowerPoint templates)

Status: Planned for Year 2

Develop examples of accessible communications best practices, including the use of accessible language

Status: Planned for Year 2

Develop guidance and a checklist for accessible communications and publications

Status: Planned for Year 2

Require that all employee communications, documents, briefing materials, and presentations be made and assessed for accessibility as part of the routing/approval process

Status: Ongoing for Years 1 and 2

Develop a feedback mechanism to address barriers in communication methods, tools or internal and external products

Status: Planned for Year 3

Action: Provide alternative formats of communications for employees

Provide affordable language interpretation for employees

Status: Planned for Year 3

Provide communications alternatives for employees who don’t easily have access to a computer/network

Status: Planned for Year 3

Develop and implement best practices for communication products to increase the use of multiple, simultaneous and equivalent formats

Status: Planned for Year 2

Training

Promote information, workshops or training sessions on document accessibility, web accessibility, and plain language usage to all employees

Status: Planned for Year 3

Establish a formal accessibility testing policy that complies with EN 301 549, the European standard for digital accessibility as it pertains to non-web documents

Status: Planned for Year 3

Create a centralized point of contact for guidance and advice on accessible communication and identifying ongoing accessibility learning opportunities for employees as standards and information change

Status: Planned for Year 3

Encourage managers to engage with employees to understand what accessibility needs they have, and ensure their teams communicate with those barriers at the forefront

Status: Planned for Year 3

6.5 Procurement of Goods, Services and Facilities

Internal Training

Action: Provide specialized training to procurement officers

Establish mandatory training for procurement officers to ensure accessibility is considered at the early stages of the procurement process

Status: Ongoing for Years 1, 2, and 3

Create a framework for training which would include procurement accessibility awareness

Status: Ongoing for Years 1 and 2

Work with other organizations to develop training for procurement professionals (e.g. Public Service and Procurement Canada Better Buying Accessible Procurement videos about the importance of accessible procurement)

Status: Ongoing for Years 1 and 2

Procurement Procedures

Action: Develop requirements for accessibility considerations to be included from the start in all procurement processes, especially for information and communication technologies

Define and identify accessibility requirements clearly in tenders, requests for proposals, and contracts

Status: Ongoing for Years 1, 2, and 3

Develop a mechanism to limit accessibility considerations in a procurement process only on an exception basis, with the exception explained and documented clearly and only authorized by senior management

Status: Ongoing for Years 1, 2, and 3

Engage with PSPC to simplify the procurement process

Status: Ongoing for Years 1, 2, and 3

Develop a list of contractors comprised of people with disabilities, requiring that during the bidding process, these contractors are included from the onset

Status: To be determined (depending on PSPC)

Action: Review the procurement process for goods purchased

Review the procurement process for goods purchased

Status: Planned for Year 2

6.6 Design and Delivery of Programs and Services

Consultation Process

Action: Promote and leverage a mandatory consultation process with PwD during the inception phase of any new tool, program or service

Develop a forum consisting of PwD in core services (i.e. IT/IM, Communications, HR, Real Property, Security)

Status: Planned for Year 2

Consult PwD through workshops and other consultations to identify ways to make PS programs and services more accessible and inclusive

Status: Planned for Years 2 and 3

Add accessibility statements to the terms of reference of all current governance groups (internal and external)

Status: Planned for Year 3

Prepare a checklist defining the requirements for engagement of new tools, programs or services (e.g. sign language, alternative format, OL, etc)

Status: Ongoing for Years 1 and 2

Review the complete lifecycle of products or services provided in the department to understand and identify potential barriers to PwD

Status: Ongoing for Years 1, 2, and 3

Explore the implementation of a budget related to accessibility initiatives

Status: Ongoing for Years 1 and 2

Training and Resources

Action: Raise awareness on the importance of creating accessible programs and services in the department

Develop options for operational employees to collect and respond to client feedback (verbally, by email, by phone, through online surveys or feedback forms)

Status: Completed in Year 1

Partner with other government departments to develop tools to consider the lived experiences of PwD, including the intersectionality of their experience in relation to other aspects of their identity

Status: Planned for Year 2

7. Annex B: Representation of PwD at PS vs. Workforce Availability (WFA)

Data as of September 30, 2023 (Q2 2023-24)

Source: Organizational Health Dashboard – Diversity

It is important to note that while this data is based on workforce availability information obtained through the most recent Canadian Survey on Disability, this data can end up several years behind the realities of Canadian demographics.

Date modified:

2024-01-10