Public Safety Accessibility Plan Progress Report – Year 2

Table of contents

1. General

1.1 Background

The Public Safety Canada (PS) Accessibility Action Plan Report for Year 2 builds on the progress made in the first year of implementation, focusing on creating a more inclusive and accessible work environment.

This report illustrates Public Safety Canada’s progress in implementing Accessible Canada Act, with the desired end state to make Canada barrier-free by January 1, 2040. Throughout 2023‑2024, Public Safety Canada (PS) continued to work to improve accessibility and to prevent barriers in the priority areas of: employment, the built environment, information and communication technologies, communication (other than information and communication technologies), the procurement of goods, services and facilities, and the design and delivery of programs and services. This report highlights important actions that the department took towards creating a barrier-free workplace, to allow the full and equitable participation of Persons with Disabilities (PwD).

1.2 Feedback Mechanism

PS welcomes feedback on accessibility from employees and all Canadians. The Senior Advisor leading the accessibility file in the Diversity and Inclusion Secretariat under the People and Culture Directorate (PCD) is responsible for collecting, analyzing, distributing and preserving any feedback received.

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

2. Consultations

To support the Accessibility work at PS, the department has created an Accessibility Plan Project Team that includes members from different functional areas. The team also includes a representative from the Public Safety Employees with Disabilities Network.

This report is based on all the feedback from the Project Team. It is also includes input received from individuals and additional stakeholders throughout the department.

3. Actions taken in support of Accessibility - Year 2

This section outlines the measures taken at PS from 2023‑2024 to remove identified barriers for PwD in each area as identified in section 5 of the Accessible Canada Act.

3.1 Employment

In Year 2 of the Accessibility Action Plan, PS took a number of initiatives that were aimed at recruitment, accommodation, retention and job training PwD.

Recruitment

As a follow-up from last year, PS continued to exceed workforce availability (WFA) goals in its representation of PwD. In addition to achieving its targets for the representation of PwD at the departmental level, PS developed a three-year Equity, Diversity and Inclusion Action Plan from 2024 to 2027. This Action Plan includes hiring and promotion targets to increase representation in underrepresented occupational groups and branches across the department. To increase transparency and accountability, PS widely shared these targets with all employees.

Further, all hiring managers and human resources advisors had access to the Departmental Organizational Health Dashboard.  This dashboard contains Employment Equity (EE) information including data on the representation rates and gaps for PwD by occupational group, branch, and in many cases, at the directorate level, in accordance with Government of Canada suppression guidelines.Footnote1 This data is updated quarterly and is used to compare departmental EE Representation with WFA. This information was used to identify hiring gaps, which in return became the hiring targets for EE groups.

In its recruitment, PS provided equitable access to career opportunities to all candidates, including PwD. All advertised recruitment processes were posted on the Government of Canada jobs website which offers fully accessible employment advertisement and provides additional support and accommodation to all candidates with specific accommodation needs the opportunity to apply to all posted recruitment process. The additional support can be obtained by contacting the Public Service Commission or the departmental official identified on the advertisement in a timely fashion. When accommodation measures were required, measures were put in place to enable candidates to be assessed in a fair and equitable manner at every step of the recruitment process. Information received relating to accommodation measures was addressed confidentially.

To strengthen the capacity to retain talent, reduce voluntary turnover, and equip employees to thrive in PS's unique culture, a working group has been created and tasked with drafting a retention strategy by March 31, 2025. This strategy aims to develop evidence-based approaches to meet the needs of equity-seeking groups and leverage the Talent Management program and Talent Mobility Inventory to enhance employee development and retention.

To support recruitment, PS leveraged the Government of Canada’s recruitment programs. Information about these programs was shared with hiring managers through the Staffing Options for Managers Handout tool accessible to all managers on InfoCentral (Intranet)and through strategic discussions between human resources advisors and hiring managers. Further, in 2023, the department launched a targeted Program Administration (PM‑02) process for EE group members. Currently, PS has proceeded only with the assessment of PwD for this process.

In every recruitment process, applicants were encouraged to self-identify if they were part of an EE group, including PwD. For recruitment through candidate job pools created by the Human Resources Collective Staffing Team, hiring managers were required to complete a referral form to receive qualified candidates’ file. The referral request gave the hiring manager the opportunity to request candidates that self-identified as members of an EE group, such as PwD. Meanwhile, for non-collective recruitment processes, hiring managers had access to the screening board reports which contained EE self‑identification data shared by the candidates as part of the recruitment process. Furthermore, guidance and training was provided to hiring managers on equity and diversity when hiring needs occurred during the staffing process.

From July 2023, hiring managers were provided with a Tool for Mitigating Biases and Barriers in Assessment to help identify any potential biases and barriers during the assessment stage that could disadvantage people belonging to any of the EE seeking group including PwD. In the fall of 2023, PS also created a repository of board members who had self‑identified as part of an EE group to be part of the selection process for hiring employees during advertised processes.

Duty to Accommodate

PS worked to make the department a place of choice for PwD. In this regard, as part of the Duty to Accommodate (DTA) process, PS completed 120 accommodation requests from employees in 2023‑2024. To further streamline and facilitate the DTA process, a digital accommodation request form was implemented and made available on the PS intranet site. This allowed and made it easier for employees to directly make accommodation requests. The DTA team also assisted managers and/or employees with accommodation requests related to flexibility in the work hours schedule.

In addition, the DTA team simplified the accommodations process as follows: when the team receives a request for accommodations related to a disability, they first start with an one‑on‑one assessment. Since the employees are the experts of their own situation, an open discussion is held to ensure the employee’s limitations and needs are well understood and that appropriate referrals are made. For example, for a software or a piece of technology that could be very helpful, the DTA team makes referrals to the AAACT (accessibility, accommodation and adaptive computer technology) team. The AAACT team sends a form for the employee to fill out in order to prepare an one hour session. The employee can be supported by either their manager or a member of the DTA team. The session starts with an introduction of the AAACT services, followed by the gathering of the employees’ needs. Once the employee provides sufficient information, the AAACT team proposes different options. At all times, the AAACT team makes sure that the employees are at the core of the discussions for their accommodations. Once options are suggested, the employees have the choice to use the software or the piece of technology on a trial period or to purchase it.

While PS provided DTA solutions to its employees, the department also offered employees the services of an Ergonomic Lending Library. Employees could borrow ergonomic equipment on a daily basis when working in office. The Ergonomic Lending Library includes an inventory of ergonomic equipment such as mice, keyboards, anti‑fatigue mats and footrests. When employees are using the ergonomic lending library, they can fill out a survey (anonymously) to provide feedback. As a result of information shared through the survey, the DTA team purchased additional items to better meet employees’ needs.

PS also promoted DTA in the department. All new hires were sent the “Simplifying Duty to Accommodate” one‑pager which contains program highlights, contact information and additional information. All letters of offers also include information on DTA. The letter of offers outline the department’s commitment to create and maintain an inclusive and barrier-free environment for new employees.

The PS DTA process was also promoted as part of the return to office requirements. It was also promoted before employees returned to the office three times a week in September 2024.

Employment Development, Workplace Experience and Employee Retention

PS moved forward initiatives that had a particular focus on employee development, enhancement of the workplace experience, the ensuring of equitable access to opportunities, and the increase of employee retention.

These initiatives included:

Sponsorship+ Program

 The Sponsorship+ Program is a 12 to 18 months-long internal initiative pairing high-potential EX minus 1 employees with EX-02 or above sponsors. Protégés, who self-identify as part of an EE designated groups or equity-seeking group, must demonstrate leadership aptitude and commit to completing at least 75% of program requirements. Eligibility includes a "Succeeded" (3) or higher rating in the last two PMA cycles. Sponsors leverage their networks to provide unique developmental opportunities, accelerating Protégés' career growth.

Opportunities for EE Employees in Senior Leadership

In 2023-2024, PS launched its first cohort and two of its EE seeking employees were chosen to develop the skills and opportunities needed to advance into senior leadership roles with the federal public service. Additionally, with the implementation of a second cohort of the Sponsorship+ Program, PS also continued to provide exposure and learning opportunities for members of underrepresented EE groups who aspired to executive roles.  The cohort is composed entirely of members from employment equity groups.

Mentorship Program

Given the important role mentorship has upon employee success, PS implemented the mentoring program (out of 184 mentors and mentees, 37 identified as PwD – 14 participants with disabilities and 23 participants with disabilities: 23 people). This mentoring  program enabled employees seeking to be mentored to acquire new knowledge and develop their skills, in order to further their careers at PS or in the public service. To support employees from equity seeking groups, including PwD, and to make sure the program met the diverse needs of participants, the intake form for the PS Mentoring Program included a section for self-identification. This allowed for a better understanding of the profile and needs of participants and the tailoring of the program to support their unique requirements. By supporting career development, this initiative helped build a competent and diverse workforce in an equitable, respectful, and inclusive workplace.

Part‑time group language training sessions in English and French

To facilitate greater accessibility to language training for PwD, PCD continued with holding three times a year the series of virtual sessions in that were introduced in Winter 2022. Registration was prioritized for employees with disabilities, Indigenous employees, and employees who were members of a visible minority group. Participants were also invited to discuss any needs for accommodation with their second language teacher so that measures could be put in place to ensure specific training needs were met.

Administrative Development

In 2023, PS launched the Administrative Recruitment and Development Program (ARDP). The ARDP identifies employment equity gaps, as per the latest information on the organizational health dashboard, to determine if there are gaps in the AS occupational group and gaps overall in the department. The ARDP is open to applicants who identify as being part of an EE group, including PwD. Successful applicants, receive training, coaching and support during the early stages of their career. The first phase of this program was a success, and, in May 2024, PS launched the second cohort of this program.

Mandatory Training on Diversity and Inclusion

All employees, supervisors, managers, and executives were required to complete mandatory training on values and ethics, preventing harassment and violence in the workplace, moving from bias to inclusion, and adopting an inclusive mindset at work. These training requirements were essential for equipping employees to recognize and mitigate biases in recruitment and daily interactions.

Managers and executives also completed mandatory training on inclusive hiring practices for a diverse workforce as well as managing people effectively to receive HR delegation authorities.

Specialized training on addressing disability inclusion and barriers to accessibility was offered through the Canada School of Public Service. The topic of barriers faced by people with disabilities were also addressed in in-house training sessions such as Public Safety staffing sub-delegation and diversity training, performance and talent management training, and Belonging at Work training sessions.

Common Mandatory Objectives on Wellness, Equity, Diversity, and Inclusion

A common mandatory objective on wellness, equity, diversity and inclusion (one for employees and one for managers) was introduced in 2023‑2024. This objective was designed to embed these values into daily operations and decision-making processes, ensuring that all staff contributed to a positive and inclusive work environment. The Performance and Talent Management team consulted the employee networks, and Respect, Equity, Accessibility, Diversity and Inclusion (READI) Committee members, as well as HR colleagues to create a new version for 2024‑2025. In response to some of the feedback received, accompanying guides for employees and managers were also created.

Performance and Talent Management

Information about the importance of objective and empathetic consideration of the individual characteristics, context, and circumstances of each employee, as well as the need to be on the lookout for common issues and potential biases when evaluating performance was added to year-end messaging on the performance and talent management cycle in March and April 2024.

As part of performance and talent management trainings offered continuously, the importance of managers taking the time to discuss employees’ preferences, interests and aspirations was emphasized. Every employee has different needs and it’s the manager’s responsibility to let employees know that they are there to help and support them throughout the year; setting everyone up for success. Tools for managers and employees were created in 2023‑2024 to support these conversations and, as of 2024‑2025 are included in communications on all phases of the performance and talent management process as well as in training sessions.

PS Talent Management, Talent Mobility, and Self Identification

Last year, PS continued running the PS Talent Management Program. This program manages the talent of all Public Safety Canada employees to build on each individual's unique skills and strengths. The program features the use of Talent Map Placements for each employee, proposes development opportunities and activities according to each Talent Map Placement category, and uses the placements to create the Talent Mobility Inventory. The Talent Mobility Inventory (TMI) is a tool designed to provide visibility into public safety employees identified as having Talent Map Placements that would benefit from movement within the department. Managers can use this tool to quickly fill positions while providing development opportunities for public safety employees. To support diversity initiatives and equitable access to opportunities better and, PS added an optional self-identification questionnaire to the Public Safety Talent Mobility Inventory process in 2023‑2024. Staffing advisors were able to tap into the inventory when working with hiring managers to address staffing needs and close EE gaps. As part of the Talent Mobility Inventory, 65% of participants obtained a promotion or developmental opportunity. Of these 65%, 24% were obtained by members of equity seeking groups.

Recognition

PS continued running the Public Safety Awards and Recognition Program. This program is dedicated to acknowledging the significant contributions of all employees, regardless of background or ability. Two core elements of this program are designed to support and celebrate the efforts of individuals who foster an inclusive and supportive workplace culture and to recognize employees that have gone above and beyond in their role and have made an impact on equity, diversity and inclusion at PS:

Formal Departmental Recognition Awards

To be eligible for these awards, candidates must demonstrate alignment with PS values, including inclusion, ethics, and wellness.

The Integrity and Respect category recognizes individuals or groups who foster a positive, diverse, and supportive workplace culture. This award recognizes individuals or groups, including those with disabilities, who exemplify the values of care, compassion, and respect for self and others in the workplace and have made significant contributions to fostering a positive, diverse, and inclusive work environment. This award recognizes individuals or groups who exemplify respectful behaviors and implement practices that enhance employee wellness, respect, and inclusion—all of which are essential to our corporate culture.

Instant Awards

These awards recognize employees who go promote workplace wellness and go above and beyond and demonstrate excellent in their work, in the competencies expected of public servants, including Integrity and Respect, and consistently exemplify the Values and Ethics Code for the Public Sector, while working to enrich the department.

PS’ recognition program not only rewards excellence, but also serves as a means to recognize the importance of equity, diversity, inclusion, and accessibility within the department as well as the overall well-being of all employees.

Onboarding

The PS’ Onboarding Program guide was updated in 2023‑24 to include additional information on equity, diversity, accessibility, and inclusion, such as the Diversity and Inclusion toolkit for employees, managers and teams, the Self-Identification Questionnaire, DTA process and the Government of Canada workplace accessibility passport. Additionally, these topics were covered in training sessions for new employees. This ensured that staff were aware of the support available to them.

Learning Management

PS offered in-house training sessions on a variety of subjects (performance management, talent management, learning and development plans, etc.). These training sessions were available in alternative formats to accommodate alternative learning needs (individual training, longer sessions as required, written material, etc.) Currently, PS is seeking to put in place a departmental Learning Management System and will be working in collaboration with departmental networks, including the Employees with Disabilities Network, to ensure that specific needs are met.

External Partnership

In addition to recruitment, retention and career development initiatives, PS developed a partnership with reachAbility, an organization that exists to serve individuals who face barriers to inclusion and community participation, including PwD.

reachAbility partners with public, private, and non-governmental organizations to provide education and training on building more diverse and inclusive workplaces. As part of PS’ partnership, prior to National Accessibility week, reachAbility’s co‑founder and Chief Executive Officer, Tova Sherman, offered an informative session on disability confidence and empathetic leaders at a departmental Workplace Consultative Committee meeting at which all PS employees were invited to attend.

3.2 Built Environment

To ensure that employees had access to the ergonomic equipment in the physical workplace, regardless of their telework agreement, Real Property (RP) Operations team continued to work closely with PCD, through weekly meetings, to deploy ergonomic furniture and/or equipment for those with approved workspace DTA requirements.

PS also reviewed and identified building service areas that were not accessible or areas where accessibility could be improved (e.g. curbs, change in elevation, elevators, bathrooms, open building concepts, accessibility parking options, etc.). Since Public Services and Procurement Canada (PSPC) is the custodian of all PS office spaces, these accessibility issues were initially assessed by PSPC and their accessibility experts. Given PSPC led renovation projects are required to be compliant with applicable Building and Fire Codes, as well as, applicable accessibility standards, moving forward these issues will be reviewed and addressed, where feasible, as part of the overall renovation projects linked to upcoming lease renewals.

Meanwhile, in Year 2, PS reviewed emergency and business continuity planning procedures. All emergency plans were adjusted and communicated to account for the shift in the hybrid model. The departmental business continuity plan is currently under renewal with all business owners updating their plans to align with the updated hybrid model. Further, the RP Operations and RP Strategic Planning teams continued to work closely with the Security team and provided support as required. This item will continue into in Year 3 as PS spaces come up for lease renewals and renovations.

Furthermore, RP Operations also held monthly meetings with the Regional Offices and Internal Service Partners to collect and address issues/concerns. In Year 3, Internal Service Partners travel to all Regional Offices between September to December 2024 to verify accommodations, identify issues, risks and concerns and address, where feasible.

Last year, RP Operations also continued to work closely with PCD on the impacts for the transition to the hybrid workforce on PwD (e.g. through consultation, pulse surveys, etc.). RP Operations and PCD collaborated to develop Key Performance Indicators related to accessibility to measure the success of the organization in the return to office process RP supports as and when required, depending on the items or areas of concern.

Throughout last year, RP Operations continued to work with PCD on accessibility issues. In April 2024, a centralized budget was introduced by PCD for the procurement of DTA related furniture and equipment and RP Operations worked closely with PCD on DTA related procurement. For providing full accommodation to employees within the established service standards timeframe, as well as, for the assessment, evaluation, training, technical support and available information related to individual accommodation, RP Operations worked closely with PCD and provided support as and when required, depending on the items or areas of concern.

Last year, PS also started on the development best practices, training and guidance for the efficient use of the office space. This work will continue into Year 3 of the Accessibility Action Plan.

3.3 Information and Communication Technologies (ICT)

Last year, to provide accessibility solutions within the department, PS DTA team continued to work with the Chief Information Officer Directorate (CIOD). The length of time it took to provide accessibility solutions to employees depended on numerous factors, including certificate from a medical professional and the availability in the market for the accessibility solution.

To make sure that employees received proper accommodations, the CIOD used an internal process for handling tickets/requests related to PwD and accommodations.

While the PS Information Technology (IT) IT team provided custom accessibility solutions to PS employees, the CIOD also promoted Shared Service Canada’s new training zone including accessibility training. CIOD hosted a monthly Microsoft 365 tips and tricks session that featured accessibility as an agenda item. The IT team took accessibility training to offer accessibility informed service and support to employees. Currently, the CIOD is working to standardize the accessibility training so that the IT team has proper training and tools to provide employees with consistent service. Further, to help make and deliver accessible guidance content, the IT team is currently hiring a technical writer.

While the CIOD assessed and tested all new and replacement IT systems for accessibility, it did not assess legacy systems. The IT team is also making progress on introducing new accessibility functionality to IT systems (i.e. a new ticketing system).

Further, PS progressively introduced new accessibility functionality to IT systems. The department also continued to promote new features that were added on the department’s Microsoft 365 usage. Shared Services Canada (SSC) also continued to update its accessibility training available to all departments. Together with the communications team, IT is promoting this training through InfoBulletin, the departmental internal communications platform.

In addition, PS tested accessibility through the lifecycle of the use of any new enterprise wide tool introduced. The Department confirms that all new products are validated with accessibility in mind, including the new service desk tool, GCdocs, and SharePoint. All other desktop software are assessed as part of an internal review process for new software.

PS has a contract with Shared Services Canada (SSC) for its IT services, including for Video Remote Sign languages Interpretation. While Video Remote Sign languages interpretation has not yet been added, PS will continue to follow SSC updates and guidance for it and other additional accessible IT services.

PS continued to use a 3rd Party Software Approval Team (3PSAT) to assess all new third-party software requests, including all new commercial off the Shelf (COTS) and subscription based solutions. 3PSAT was also used to offer comments and point out potential risks posed to the department from their respective area of expertise along with mitigation solutions whenever possible.

3PSAT is comprised of representatives from the following areas:

Lastly, with regard to the Web, the PS Web team relied on the guidance outlined in the Canada.ca Specifications and the Web Experience Toolkit, which have been heavily user tested by Canadians including PwD, in an effort to ensure that both the internal and external Web presences met the current WCAG 2.1 AA standard outlined in EN 301 549 (2021). The Web team also relied on the accessibility feedback mechanism, and other sources of feedback to flag accessibility issues.

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

In progressing communication (other than ICT: non‑web documents and other non‑ICT communications),the Administrative Professionals Network updated the templates for briefing notes and ensured that were available on InfoCentral. Corporate templates for reports, documents, and presentations were also updated for accessibility. The revised, corporate templates include a guide explaining best practices and has references for further information from within the Government of Canada and from across the globe. Further, the Translation Bureau developed a complete Guide on Equity, Diversity and Inclusion Terminology including the use of accessible language. This lexicon is accessible to all employees and is linked from the corporate templates. While the development of the more accessible templates was done through a research - and evidence-based approach, collaboration with employees with disabilities is planned before December 2024 to ensure the added, digital accommodations meet the needs and expectations of PwD.

Last year, communications also launched information articles to all staff directing them to watch the Canada School of Public Service training on creating accessible documents. This information provided real-world examples of removing barriers and adding accessibility accommodations to work documents, presentations, and communications products.

Communications maintained the delegated authority for communications products both internally and externally. Communicators in the Web and Creative team began to provide accessibility review services for communications products in addition to their regular tasks (this is typically done when consulted as part of publishing either to conventional media, or the web). Communications plans to develop and launch a Departmental Publishing Policy before the end of 2025 which will provide direction on accessibility assessment of Communications Products.

Internally, Communications added an accessibility feedback form to the intranet to provide employees an anonymous avenue for feedback about accessibility and barriers. In addition to online forms, users could also submit feedback via general enquiries, webmaster email address, traditional mail, telephone or video relay service.

Communications also reestablished a pan‑Canadian distributed display network for delivering information to employees in an alternative format. This system worked in concert with the intranet and email communications to ensure employees who may face barriers were offered an alternative format of communication.

Communications established an HTML‑first standard for all-staff information. This ensured that employees had access to a maximally-accessible version of any communications product that’s sent across the department). While individual employees and teams were responsible for their own documents and information, Communications provided advice and guidance on preferring an HTML‑first approach to ensure a multi-modal delivery (HTML‑first, and Word/PDF as an alternative).

Lastly, PS Creative Communications conducted feasibility studies and established production routes for other accessible formats including braille, American Sign Language (ASL)/Langue des signes québécoise (LSQ), audio, and large-type or custom-font formats. Thanks to these feasibility studies, PS Creative Communications is ready to produce such alternative formats on request per the policy requirement.

 

3.5 Procurement of Goods, Services, and Facilities

During Year 2, an exercise was conducted to identify courses, and moving forward the following learning items will be added to all performance management agreement’s as mandatory for new and existing procurement officers:

All new and existing procurement officers will have completed these courses by the end of Year 3 of the Accessibility Action Plan.

Last year, PS engaged Public Services and Procurement Canada (PSPC) to leverage existing information and tailor training for internal procurement professionals within the department. PS is also to be informed by PSPC of any new trainings made available to ensure PS practices are current, and that accessibility is considered at the early stages of the procurement process. For Year 3 of the Accessibility Action Plan, PS will also create a framework for training which would include procurement accessibility awareness. Course identification for the implementation of a training framework has started.

In addition to training in accessible procurement, PS also imported standard accessibility clauses into the statements of work in contracts. Now, any additional accessibility requirement identified by clients is included in the statement of work and evaluation criteria. Contracting Officers are using PSPC templates which also includes accessibility clauses. In Year 3, PS is working on developing examples of evaluation clauses for Requests for Proposals.

Furthermore, PS created a standard form for all files where no accessibility requirements were identified. This form, located in the procurement files, served as a reminder to procurement officers; it was also noted in the contract file checklist. In Year 3, PS will also consult with end-users or groups representing PwD on possible accessibility standards.

PS also collaborated with PSPC to simplify the procurement process. This was part of the “Contract Modernization - Standard Contract Clause Inventory (SCCI)” initiative, where PSPC is working on a template that will be shared with departments once complete with the objective of “simplifying language” in procurement. PS also engaged with, and is now an active member of, PSPC’s “Agents of change for accessible procurement.”

This is a working group that discusses accessibility and ensures that multiple stakeholders are consulted in the development of new guides and products. Furthermore, PS requested PSPC to be advised and added to their distribution list regarding work towards the development of a list of contractors comprised of people with disabilities, requiring that during the bidding process, these contractors are included from the onset.

3.6 Design and Delivery of Programs and Services

Last year, the PS Accessibility Plan Project Team was used as a forum to coordinate the design and delivery of programs and services, discuss accessibility issues within the department, and provide updates on the implementation of the Accessibility Action Plan. The Project Team comprises of representatives from different functional areas with the department, including, CIOD, IT, DTA, HR, Communications, Contracting, Finance, RP, Security and the Employees with Disabilities Network.

In addition to the Project Team, PS also consulted the cochair the Employees with Disabilities network on accessibility related issues, including for the development of the PS Equity, Diversity, and Inclusion Action Plan and the PS Employment Systems Review. The Employees with Disabilities network, the READI Committee and other employee networks and committees are also being consulted for the development of the PS Performance Measurement Framework.

PS is part of an interdepartmental group comprising of organizations in the Public Safety Portfolio to discuss employment equity issues, including the sharing of information about PwD. PS is also part of an interdepartmental working group where the lived experiences of PwD are discussed. In Year 3, Public Safety will further partner with other government departments to develop tools considering the lived experiences of PwD, including the intersectionality of their experience in relation to other aspects of their identity.

3.7 Transportation

Similar to last year, 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 at: accessibility-accessibilite@ps-sp.gc.ca .

4. Feedback Received

From 2023-2024, a total of 2 responses were received all of which were through the department's online feedback mechanism. Of the responses received, only one was related to accessibility at PS. Below is an outline of the response received:

Feedback Received
Subject Pillar Mechanism Actions Taken
1. Recruitment process Employment PS Accessibility Feedback Form The individual provided their name and coordinates. The individual requires information about an alternative option regarding the recruitment process because of their disability. Request still ongoing.

5. Moving Forward

PS will continue to take action to improve accessibility in the department. Data will be used and PwD will be consulted to better understand the challenges they face and the opportunities there are for improvement. While progress has been made since year one, there is much work that needs to be done to make sure that Public Safety Canada is an accessible and barrier free work space.

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.

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 3
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 3
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: Completed in 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: Ongoing for Years 2, and 3
Provide full accommodation to employees within a reasonable timeframe
Status: Ongoing for Years 1, 2, and 3

Retention

Activity: 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
Activity: 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: Completed for Year 2
Seek and implement specialized training on barriers that PwD face, including available Canada School of Public Service training
Status: Completed in Year 2
Hold awareness campaigns that will attest to a culture of open discussion where PwD feel comfortable to self-identify
Status: Ongoing for Years 2 and 3
Activity: 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: Ongoing 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: Ongoing for Years 2 and 3
Activity: 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: Ongoing for Years 2 and 3

The Hybrid Workforce

Activity: 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: Completed for Year 2
Develop Key Performance Indicators related to accessibility to measure the success of the organization in the return to office process
Status: Completed for Year 2

Policies and Procedures

Activity: 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: Ongoing for Years 2 and 3
Review the assessment, evaluation, training, technical support and available information related to individual accommodation
Status: Ongoing for Years 2 and 3
Develop best practices, training and guidance for efficient use of office space
Status: Ongoing for Years 2 and 3

6.3 Information and Communication Technologies (ICT)

Internal Training

Activity: 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: Completed in 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: Completed in 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: Ongoing for Years 2 and 3
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: Completed in Years 1 and 2
Review and improve the Web presence (internal and external) through consultations with PwD
Status: Ongoing for Years 2 and 3
Provide all information and document in multiple formats (e.g. GCdocs, InfoCentral, plain text, etc.)
Status: Ongoing for Years 1, 2, and 3
Activity: Review organizational IT accessibility capabilities
Take an inventory of IT systems used by the department to measure accessibility capabilities
Status: Completed in 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

Activity: 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: Ongoing for Years 2 and 3
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: Ongoing for Years 2 and 3
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) – Waiting from Comms input

Accessible Communication Standards

Activity: 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: Ongoing for Years 2 and 3
Develop examples of accessible communications best practices, including the use of accessible language
Status: Completed in Year 2
Develop guidance and a checklist for accessible communications and publications
Status: Completed in 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: Completed in Years 1 and 2
Develop a feedback mechanism to address barriers in communication methods, tools or internal and external products
Status: Ongoing for Years 2 and 3
Activity: Provide alternative formats of communications for employees
Provide affordable language interpretation for employees
Status: Ongoing for Years 2 and 3
Provide communications alternatives for employees who don’t easily have access to a computer/network
Status: Completed in Year 2
Develop and implement best practices for communication products to increase the use of multiple, simultaneous and equivalent formats
Status: Completed in Year 2

Training

Activity: Promote a workplace culture that supports and recognizes the importance of accessibility.
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

Activity: 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 to Years 1, 2, 3
Create a framework for training which would include procurement accessibility awareness
Status: Planned for Year 3
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, 2, and 3
Procurement Procedures
Activity: 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: Completed in Years 1 and 2
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)
Activity: Review the procurement process for goods purchased
Consult with end-users or groups representing PwD by considering accessibility standards
Status: Planned for Year 3

6.6 Design and Delivery of Programs and Services

Consultation Process

Activity: 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: Ongoing for Years 2 and 3
Consult PwD through workshops and other consultations to identify ways to make PS programs and services more accessible and inclusive
Status: Ongoing 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, 2, and 3
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: Completed in Years 1

Training and Resources

Activity: 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 3

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

Representation of Persons with a disability at Public Safety vs. WFA, as of March 31, 2024

Representation of PwD at PS vs. Workforce Availability (WFA)

Image description

Workforce Availability: 9.0%

Public Safety Canada Representation: 10.40%

Gaps by occupational groups
Group Gap (# of individuals)
AS 3
CR 1
CRFIN -3
EC 9
EX 3
IS -2
IT -3
Other 1
PE 5
PM 5
Total 21

***Total may not equal the sum of components due to rounding***

Source: Public Safety Canada. Organizational Health Dashboard – Diversity

Gaps are calculated by subtracting the expected representation of persons with a disability based on current (2017) workforce availability (WFA) estimates from their actual representation at Public Safety.

The Other occupational grouping includes the following groups: CTEAV, CTIAU, EDLAT, ENENG, LS, OM, PC, and PG.

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.

Footnotes

  1. 1

    PS’s Departmental Organizational Health Dashboard respects the Government of Canada guidelines to suppress counts of 5 or less when sharing or publishing data.

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