Public Safety Canada Accessibility Plan 2026-2028

Message from the Deputy Minister and the Associate Deputy Ministers

As leaders of Public Safety Canada, we are proud to present the 2026–2028 Accessibility Plan, a reflection of our department's ongoing commitment to building a barrier-free, inclusive, and equitable workplace for all.

Accessibility is not just a legal obligation; it is a core value that shapes how we serve Canadians and support our employees. This plan outlines concrete actions to remove systemic barriers and foster a culture of inclusion, dignity, and respect. It is the result of extensive consultations, data analysis, and collaboration with employees with disabilities (EwD), subject matter experts, and partners across the department.

We recognize that accessibility must be embedded in every aspect of our operations, from recruitment and onboarding to digital tools, built environments, and program delivery. We are proud of the progress made, including reaching our hiring targets for EwD ahead of schedule and adopting the Government of Canada Workplace Accessibility Passport. These milestones reflect our dedication to meaningful change.

However, we also acknowledge that challenges remain. The data shows that EwD continue to face lower satisfaction, higher rates of discrimination, and systemic barriers that impact their ability to thrive. This plan is our roadmap to address these issues head-on, with transparency, accountability, and sustained leadership.

We invite all employees to engage with this plan, reflect on their role in advancing accessibility and contribute to a workplace where everyone feels valued and supported. Together, we can build a department that truly reflects the diversity and strength of our society.

Deputy Minister, Public Safety Canada

Associate Deputy Minister, Public Safety Canada

Associate Deputy Minister (Emergency Management), Public Safety Canada

Message from the Diversity and Inclusion Champion

As Diversity and Inclusion Champion, I am proud to support the launch of Public Safety's 2026–2028 Accessibility Plan. This plan is more than a compliance document. It is a reflection of our collective commitment to building a barrier-free, inclusive, and equitable workplace for all.

We recognize that accessibility is not a one-size-fits-all approach. It requires listening, learning, and acting in partnership with persons with disabilities. Through extensive consultations, data analysis, and collaboration across the department, this plan outlines concrete actions to remove systemic barriers and foster a culture where everyone can thrive.

From inclusive hiring practices to accessible digital tools and built environments, we are embedding accessibility into every aspect of our operations. I encourage all employees to engage with this plan, reflect on their role in advancing accessibility, and continue to champion inclusion in their daily work. Together, we can build a public service that truly reflects the diversity and strength of our society.

Diversity and Inclusion Champion and Assistant Deputy Minister, Crime Prevention Branch, Public Safety Canada

General

Public Safety (PS) has implemented a feedback mechanism that enables employees to submit challenges or concerns related to barriers they may encounter and to provide input on the accessibility plans and their annual updates. The team responsible for managing this feedback process is the Diversity and Inclusion Secretariat (D&I), which operates under the leadership of the People and Culture Directorate (PCD). Feedback can be received at the following mailing address:

Public Safety Canada
269 Laurier Ave West
Ottawa ON K1A 0P8
Canada

Feedback can also be submitted by telephone 1 (343) 998-4491 and by email address accessibility-accessibilite@ps-sp.gc.ca.

You can request a copy of this accessibility plan in an alternate format using the contact information above.

Accessibility Statement

Being a diverse, inclusive and accessible employer is a priority for PS. We are committed to creating a barrier-free workplace that allows the full and equitable participation of EwD in our workforce.

While meeting legislative requirements, PS aims to:

• build strong and diverse teams;
• promote fairness, justice and equity;
• advocate for the full participation of EwD in the workforce;
• and establish a barrier-free Canada.

This plan represents a proactive and inclusive approach to accessibility which emphasizes transparency, collaboration, and accountability. It positions PS as a leader in fostering a workplace culture where accessibility is a core organizational value, not just a compliance requirement.

Public Service Employee Survey Results (PSES)

The 2024 PSES results for EwD paint a picture of accessibility in the PS where there are many opportunities for improvement. EwD report lower satisfaction, engagement, and confidence in leadership compared to employees without disabilities. Only 49% of EwD are satisfied with the department, in contrast to 66% for employees without disabilities. They feel less valued, less informed, and less supported by management.

Further, EwD experience discrimination at more than double the rate of employees without disabilities (22% vs 8%), indicating accessibility barriers in the department.

There is variation among different disability types: for example, employees with mobility impairments show relatively higher satisfaction (66%), even slightly above the departmental average of 62%. Meanwhile, those with pain-related and vision (seeing) disabilities report extremely low satisfaction (39%) and high discrimination rates (46% and 42% respectively).

Mental health conditions are the most common disability in the sample, and those employees also face notable challenges (53% satisfied). The data suggests that systemic issues, from physical/workplace accommodations to attitudinal biases, are negatively and unevenly impacting EwD. Certain disabilities (particularly invisible or more stigmatized ones like disabilities related to cognition, memory, and pain) may be associated with worse experiences.

Hiring Targets of EwD

In early 2022, the Public Service Commission and Treasury Board of Canada Secretariat (TBS) provided the public service with updated representation rates for EwD and hiring targets, taking attrition into account. By committing to these objectives, PS expected to see an increase in the diversity of lived experiences among those designing departmental programs, products, and services, which could enhance inclusivity and help to better meet the needs and expectations of diverse audiences. Each department was given a specific hiring target to reach by 2025. PS has reached its goal earlier than projected.

In addition, PS has set representation, hiring, and promotion targets for all four designated Employment Equity (EE) groups including persons with disabilities, for the period from 2024–25 to 2026–27. To establish these goals, PS analyzed Workforce Availability data, census information, and overall representation figures across the federal public service. The analysis also considered historical trends in EE representation, staffing, promotions, and turnover.

However, it is important to note that the figures obtained may contain some inaccuracies, primarily due to each individual's choice of whether or not to self-identify as a person with a disability the duration of that identification is also a factor. For instance, an individual may choose not to self-identify at the time of hiring but may decide to do so several months later. Conversely, someone may initially self-identify upon hiring and subsequently update their status if their circumstances change.

Government of Canada (GC) Workplace Accessibility Passport

PS is one of the early adopter departments of the GC Workplace Accessibility Passport. The overall goal of the Passport is to ensure that candidates and EwD receive the tools and supports they need to succeed in the workplace in a timely, efficient, and stress-free manner. Easy access to workplace adjustments ranks as one of the most important outcomes of an organization's accessibility plan. At the end of 2024, PS completed the readiness assessment questionnaire from the Office of Public Service Accessibility and was ready to onboard with the digital version of the Passport.

The launch of the digital version began as expected in Fall 2025. Promotional efforts across the department succeeded in identifying ambassadors who will serve as support for other employees seeking guidance on the digital passport or who have general questions.

The adoption of the digital version of the Passport is specific to each department and is free for the first year. For subsequent years, the annual cost depends on the number of departments that commit to integrating the digital Passport.

At PS, it was clear that engaging in this launch was essential to provide employees with an additional tool that facilitates the documentation of situations, barriers and solutions implemented.

Of course, the Word version also remains available for employees who prefer this method of use. The paper version offers several advantages: it is more compatible with adaptive technologies such as screen readers, can be shared with individuals outside the employee's organization, and does not require network or internet access, making it usable offline.

The Digital Passport offers a user-friendly experience, especially for those who benefit from guided steps. It includes drop-down lists with examples of situations, barriers, and solutions to simplify data entry. Hosted in a secure, bilingual, and Protected B environment, it gives employees greater control over who can access their information. The Passport remains usable even when employees transfer to other GC organizations that have adopted it. It also enables the tracking of progress on manager agreements, solution implementation, and employee satisfaction. Additionally, it provides anonymous usage data to help organizations identify trends and challenges in removing barriers and allows managers to centrally track Passports shared by their team members.

With the centralization of the duty to accommodate (DTA) process in 2021, the promotion of the Passport remains relevant, and its use continues to be encouraged.

Another example of a tangible action is streamlining the collection process of self-identification data to ensure that all new hires and current employees receive and submit their self-identification form. It is very important for PS employees to complete and submit their self-identification form to the best of their ability. Doing so accurately helps ensure that Public Service programs, policies, and services reflect the diversity of our workforce and meet the needs of all employees. For this reason, PS periodically socializes the issue through a Self-ID campaign to educate and remind employees.

Comparative Analysis and Consultations

Before starting consultations, PS did a comparative analysis of accessibility in the department and actions taken by other Government departments. This process enabled PS to identify accessibility areas within the organization that need improvement. The department then identified potential solutions. For each pillar, the D&I Secretariat developed a detailed analysis, which was submitted to Subject Matter Experts (SME) for each of the six relevant pillars to gather their comments and feedback. (It should be noted that the Transportation pillar does not apply to PS).

After the completion and review of the analyses, invitations to participate in consultations were extended to all PS employees. These consultations were promoted through multiple channels, including the InfoBulletin, InfoTV displays, multiple networks and a department-wide email. The consultations were conducted in various formats: group sessions for each pillar held in both official languages; individual consultations facilitated virtually by the D&I Secretariat; and anonymous feedback forms (via email and mail). Regarding the group sessions, the D&I Secretariat created a PowerPoint presentation to deliver the information both verbally and visually. All feedback was collected in a confidential manner protecting the identity of each participant.

After collecting the feedback, the D&I Secretariat created “What We Heard Report” to be reviewed again by each SME. Once the reports had been reviewed by SME, the team distributed the final version to the EWDN to gather their feedback.

Pillars and Actions

From April to September 2025, the D&I Secretariat organized several meetings with SME as well as employees of PS to gather as much feedback about accessibility-related challenges and solutions as possible. A schedule was shared with the SME to ensure timelines were respected. As for feedback, the Secretariat allowed all participants to submit input until September.

Employment

The Employment pillar contains accessibility related challenges that must be addressed to ensure the safety and inclusion of all employees. Following are general accessibility challenges that were identified for the employment pillar:

In recruitment and staffing processes, EwD, particularly those with intellectual disabilities, may be excluded due to non-inclusive strategies, limited outreach, inaccessible job postings and unclear data privacy practices. In addition, hiring, interview and assessment processes may not adequately accommodate diverse needs. Onboarding can present barriers if not designed inclusively. In terms of retention, inaccessible training and ineffective feedback mechanisms can hinder employee success. Promotion and career development are affected by a lack of transparency in advancement processes and short-lived mentorship programs. Performance management lacks clarity on how equity, diversity, and inclusion are evaluated. Finally, job exit processes may fail to capture whether accessibility issues contributed to an employee's departure.

During consultations, PS employees further identified a range of accessibility challenges in the Employment cycle, including that recruitment and staffing practices often lack inclusivity (particularly for individuals with intellectual and non-visible disabilities) and that job advertisements and outreach efforts fail to reach diverse audiences. The hiring process was seen as biased and inaccessible, with traditional interviews and assessments disadvantaging neurodiverse candidates and those requiring accommodations. Onboarding was described as overwhelming and not consistently accessible, while retention efforts were hindered by inconsistent accommodation practices, lack of manager awareness, and inaccessible training.

Employees have expressed fear of being judged when disclosing their disabilities. Performance management systems were viewed as unclear and inequitable, and management styles were not always adapted to specific disability needs. Additionally, exit interviews were seen as ineffective in capturing accessibility-related reasons for departure. A broader cultural issue was also noted, with employees citing a lack of empathy from management and a workplace culture that discourages accommodation requests. These insights highlight the need for systemic changes to foster a more inclusive, accessible, and supportive work environment.

To meet these challenges, PS will undertake the following actions:

Better Accommodation Project

• Assess the current Accessibility Maturity of PS
• Create a Centre of Expertise that supports both employees and managers throughout workplace accommodation process
• Clarify and promote the DTA process to improve understanding of roles/responsibilities
• Develop and implement Accessibility Performance Measurement Framework

Recruitment and Hiring Practices

• Provide training and assistance to Human Resource Advisors and managers on plain language to improve job posters and statements of merit criteria
• Use targeted Federal Student Work Experience Program recruitment strategies to support the hiring of students with disabilities, including using both the employment opportunity for students with disabilities inventory and the specific name referral program
• Review job advertisement templates and assessment tools to ensure the use of inclusive language
• Maintain a list of board members who identify as part of an equity seeking group to support diverse and representative hiring boards and that all members complete the course on Inclusive Hiring Practices for a Diverse Workforce
• Ensure use of the updated Bias and Barriers checklist to evaluate all recruitment assessment tools for potential biases
• Continue promoting accessibility and accommodations during hiring processes, including the use of the GC Accessibility Passport

Onboarding

• Review and update onboarding materials on diversity and inclusion and accessibility as necessary
• Continue to offer diversity and inclusion sessions as part of the onboarding process
• Continue to promote the use of onboarding buddies and the related guide which includes information on diversity and inclusion considerations and best practices
• Continue feedback mechanisms at one-month and six-month intervals to identify any onboarding barriers and take actions accordingly

Retention

• Continue to provide and promote the DTA program for accessibility solutions
• Revise mentorship program intake forms to support more effective matching by identifying mentees who require or are interested in learning about task-related accommodations, and pairing them with mentors who have indicated strong competence in this area
• Develop clear, accessible processes for employees to request task-related accommodations, extending beyond physical workspace adjustments
• Continue to offer and promote tools and training for managers to consistently apply accommodations and support psychological safety

Promotion and Career Development

• Integrate psychological safety training into recommended learning plans for managers and actively promote participation
• Continue requiring supervisors to evaluate Equity, Diversity, and Inclusion contributions, which are included as part of the common mandatory objective for employees and managers and also as part of the revised core competencies and expected behaviors that are currently being piloted at PS and will be rolled out to the Public Service as part of the 2026-2027 performance management cycle
• Continue providing training to managers throughout each phase of the performance management cycle to ensure evaluations are accessible, equitable, and free from bias. Highlight available resources that include strategies for preventing bias and clear rating guidelines to support fair and consistent assessments
• Make manager presence optional during accessibility consultations, allowing for private and comfortable discussions
• Refocus the organization culture from emphasizing policy compliance toward promoting employee well-being, supported by leadership engagement and tools such as the GC Accessibility Passport

Built Environment

The built environment presents accessibility-related security challenges that must be addressed to ensure the safety and inclusion of all employees. Emergency procedures may not be fully inclusive, placing persons with disabilities at risk if staff are not trained to assist or if procedures do not account for diverse needs. Although inclusive emergency protocols exist, their effectiveness depends on employees self-identifying as Persons Requiring Assistance (PRA), which may not always occur. Additionally, evacuation plans must be tailored to accommodate varying abilities, supported by regular drills and training. Physical access barriers also persist, such as doors lacking accessible openers or levers, which can hinder mobility for individuals with limited dexterity. These issues underscore the need for proactive communication, infrastructure upgrades, and continuous staff education to ensure that emergency preparedness and everyday accessibility are fully integrated into workplace safety and inclusion strategies.

PS employees identified a range of accessibility challenges in the built environment, including inconsistent accessibility compliance in leased buildings, poor maintenance of features like automatic doors and elevators, and unclear points of contact for reporting issues. Office layouts often lack universal design, with inaccessible washrooms, inconsistent door handles, and limited quiet or collaborative spaces. Lighting and noise conditions are problematic, and conflicting accessibility needs (e.g., light sensitivity vs. visual impairment) are not always balanced. Feedback mechanisms are often ineffective or ignored, and there is a lack of transparency and accountability in addressing reported barriers. Accessibility audits are inconsistently followed up, and accessibility is not always prioritized in performance metrics. Training in accessibility is limited, and cultural norms in shared spaces can create additional barriers. Employees also face challenges with hoteling environments, limited secure storage for adaptive equipment, and insufficient ability to customize workspaces. Finally, signage is often inaccessible or outdated, and communication about accessibility features and emergency procedures is inconsistent.

To meet these challenges, PS will undertake the following actions:

Accessibility Compliance and Maintenance

• Strive to establish a dedicated accessibility oversight committee, if possible, with Branch representatives, led by PCD, to work to improve in these areas:
  • Tracking and escalating accessibility concerns
  • Maintaining a centralized log of reported issues
  • Monitoring resolution timelines and progress
  • Sharing quarterly updates via InfoCentral or InfoBulletins when possible
• Strive to clarify reporting pathways by:
  • Identifying contact points for built environment issues
  • Integrating this information into onboarding materials
  • Updating InfoCentral with location-specific guidance
• Improve response timelines for accessibility issues, when possible, by:
  • Assigning leads to each reported concern
  • Setting resolution targets based on complexity and external dependencies

Inclusive Design and Construction

• Work closely with Public Service Procurement Canada (PSPC) during lease renewals and renovations to provide flexible lighting and acoustic solutions for all PS spaces (as the Custodian, PSPC is the lead authority in negotiating leases)
• Incorporate flexible workspace design options during renovation projects to support diverse accessibility needs wherever possible (e.g., light sensitivity vs. visual impairment)
• Continue modernization efforts to improve physical workspaces through ongoing lease renewal projects and in alignment with recommendations outlined in the PS Workplace Risk Assessment action plan
• Include EwD in major renovations to ensure lived experiences inform and guide design decisions

Employee Engagement and Feedback

• Create a transparent feedback tracking system by:
  • Logging accessibility-related concerns
  • Assigning accountability for follow-up
  • Reporting outcomes and changes visibly to employees
• Integrate accessibility feedback mechanisms into onboarding and ongoing employee communications

Auditing and Accountability

• Include measurable actions in the Departmental Accessibility Plan to help ensure feedback leads to visible change
• Encourage participation in training opportunities offered by external partners (such as PSPC) to enhance departmental knowledge on built environment accessibility
• Ensure EwD participation in major renovations is documented and tracked, providing clear evidence that lived experiences informed design decisions for accountability and audit purposes

Specialized Accommodations

• Increase the number of quiet rooms and private spaces in future fit-up projects when possible
• Strive to expand secure storage options for adaptive equipment by:
  • Including personal storage solutions in renovations
  • Creating a streamlined request process via InfoCentral
• Strive to improve workspace customization options by:
  • Offering a broader range of furniture and layout choices
  • Encouraging early engagement with managers and DTA for personalized accommodations
• Adapt hoteling environments to better support employees with mobility, sensory, and dexterity-related disabilities when possible
• Strive to ensure future renovations follow approved GC Fit-up standards informed by PSPC's research and include change management sessions

Communication and Signage

• Work toward upgrading signage to meet accessibility best practices, including:
  • Braille, tactile elements, and high-contrast visuals
  • Advocating for updates of the TBS Federal Identity Program standards or initiating pilot projects
• Consult with accessibility specialists during signage updates and renovations
• Create a reporting mechanism for signage issues via the accommodations inbox ps.accommodations-gestiondeslocaux.sp@ps-sp.gc.ca

Information and Communication Technologies (ICT)

The ICT pillar presents accessibility-related challenges that must be addressed to ensure inclusive digital environments across PS. These challenges span procurement, usability, system design, training, and organizational culture, and reflect systemic gaps that impact employees with diverse accessibility needs.

PS employees identified that procurement practices often fail to prioritize accessibility, resulting in ICT products and platforms being acquired without consistent accessibility requirements. Legacy systems remain in use and lack modern accessibility features. Accessibility is frequently interpreted too narrowly, focused mainly on screen readers, while overlooking mobility, cognitive, language, and neurodiverse needs. Delivery logistics for ICT equipment and software are poorly managed, with limited follow-up after assistive technology is provided.

User testing and feedback processes were also seen as significant barriers. EwD are often excluded from user testing or not actively invited, and overall testing volume remains low even when warranted. Invitations typically target general audiences rather than equity groups, and feedback mechanisms are inaccessible, mistrusted, or unclear in how input drives change. ICT tools labeled "accessible" or those with third-party assessments may fail to address real-world barriers, highlighting gaps between compliance and usability.

System and tool accessibility issues persist across platforms. Common applications such as Word and PowerPoint frequently lack basic accessibility standards, and the outputs of ICT systems, such as emergency notices, PDFs, and forms are not consistently planned with accessibility in mind. Internal and GC platforms, including performance management and sensitivity marking systems, present barriers for employees with vision, cognitive, or mobility challenges. Fragmented digital infrastructure and slow, inconsistent software approval processes further impede the rollout of accessible tools, while interoperability gaps limit the effectiveness of the GC Workplace Accessibility Passport.

Training and awareness gaps compound these challenges. Staff and leadership do not receive sufficient, repeated, and accessible training on ICT accessibility, and roles and responsibilities for accessibility remain unclear. Employees underuse built-in accessibility features in Microsoft 365 and other tools due to knowledge gaps or default settings. Specific audiovisual and official languages requirements, such as integrated subtitles, captioning, sign language interpretation, and slow-motion options are also not consistently met.

Finally, ergonomic accommodations and individual support require improvement. Structured follow-ups after assistive equipment delivery are infrequent, and employees need greater flexibility in device selection with minimized disclosure requirements. Organizational culture and capacity issues exacerbate these barriers. Accessibility work often relies on non-dedicated resources and competes with other priorities. Strategic accessibility plans lack sufficient operational resources, including funding, staffing, and governance, to ensure effective implementation.

To meet these challenges, PS will undertake the following actions:

Inclusive Procurement Planning

• Embed clear accessibility requirements in procurement templates and contracting packages; expand scope to include digital platforms
• Broaden the working definition of accessibility in procurement to cover diverse disabilities (mobility, cognitive, language, neurodiversity)
• Assign clear responsibility for coordinating ICT solution delivery, including logistics and accessibility oversight
• Clarify and involve the Employees with disabilities network (EWDN) and Accessibility, Accommodation and Adaptive Computer Technology in product testing/reviews; add an EwD representative to the Third-Party Solution Approval Team
• Form a cross-functional accessibility-operations team to review ICT platforms and their outputs for accessibility; certify members via recognized accessibility credentials
• Develop departmental accessibility policy instruments to require accessible ICT procurement and approvals
• Investigate the feasibility of making communications-accessibility training mandatory for staff who produce or acquire ICT-related communications products
• Provide guidelines for downloadable transcripts and ensure live captioning supports both official languages

User-Centred Testing and Feedback

• Actively integrate the participation of EwD in all user testing of ICT systems and tools, and expanding recruitment efforts to reach beyond general audiences to ensure diverse representation
• Establish a cross-functional team to manage/improve user testing processes and apply EWDN consultation guidelines
• Create a centralized feedback system (e.g., dedicated tool or Teams channel) for ICT accessibility concerns
• Improve the availability, accessibility, and trust of anonymous feedback mechanisms on digital products; mandate feedback options (links/forms) on ICT outputs where feasible
• Promote awareness and consistent use of built-in M365 accessibility features; continue user testing to maintain a minimum standard

Accessible Systems, Tools and Digital Outputs

• Continue modernizing and simplifying digital infrastructure with accessibility standards
• Formalize the classification of digital documents as ICT assets through an internal policy, ensuring accessibility considerations apply to content as well as systems
• Set clear accessibility standards for digital content and on all PS platforms including SharePoint and GC Docs, while maintaining GC Docs as the official repository
• Investigate the feasibility of conducting accessibility-conformance reviews during development of new web applications and creating a formal ICT platform review process led by accessibility professionals
• Add approval clauses noting that even 'accessible' tools can produce inaccessible outputs, which must be addressed whenever possible
• Consult users before upgrading boardroom technology to ensure accessibility settings are configurable and meet diverse needs. PS remains committed to identifying areas for improvement and sharing user feedback with Shared Services Canada, which is responsible for these standards
• Work toward interoperability of approved digital tools across departments to support the GC Workplace Accessibility Passport when and if possible
• Ensure accessibility considerations are integrated into software procurement and implementation processes. For larger custom systems, continue engaging external experts as appropriate
• Develop templates for accessible digital documents and communications products
• Finalize training for the Departmental Forms team to enhance their capacity to build accessible PDF forms
• Obtain approval for GC forms that meet accessibility requirements
• Improve accessibility for publishing dashboards to ensure internal and external reports meet accessibility standards

Training, Awareness and Roles

• Offer standardized, repeated, recorded accessibility training for staff and leadership; include ICT accessibility in leadership programs
• Consolidate accessibility training into a single program to improve consistency; provide training to IT service desk staff
• Increase staffing dedicated to developing accessibility training/resources; make training mandatory for those producing/acquiring communications products
• Create a Communications Audio Visual team for accessible video, motion graphics, and audio; ensure products meet official languages and accessibility standards (captions, sign language, etc.)
• Clarify and promote the DTA process to improve understanding of roles/responsibilities

Ergonomic Accommodations and Follow-Up (ICT-adjacent)

• Implement structured post-delivery follow-ups (surveys/calls) for assistive equipment to verify effectiveness if possible
• Allow flexibility in device selection through DTA, minimizing disclosure; use the digital accessibility passport to track what works and inform future choices

Organizational Capacity, Culture and Resourcing

• Normalize accessibility as a shared responsibility across teams; invest in dedicated staff, tools, and governance to embed accessibility in operations
• Develop policy instruments that embed inclusion and clear accountability; form a cross-functional accessibility-operations team with dedicated resources
• Add staff for training and operational support; include accessibility budgets and outcomes in all new program proposals
• Ensure strategic accessibility plans are backed by operational support, funding, and leadership commitment
• Continue engagement with EWDN and GC accessibility leaders to strengthen inclusion

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

The Communication (other than ICT) pillar presents accessibility-related challenges that must be addressed to ensure inclusive and equitable communication practices across PS. These challenges span several key areas and reflect systemic gaps in staffing, consultation, tools, governance, and performance tracking.

PS employees identified that staffing, budget, and expertise remain critical barriers. There are insufficient resources to implement accessibility accommodations effectively, and funding for non-ICT accessibility initiatives is limited. Accessibility responsibilities are siloed across branches, leading to fragmented approaches and inefficiencies. The organization lacks certified accessibility professionals and an operational authority to oversee accessibility decisions. Additionally, staff are not consistently trained in accessibility norms and standards, and budgets often fail to support the development and testing of accessible communication products.

Engagement and consultation with EwD is inconsistent and infrequent. Feedback mechanisms are often inaccessible or mistrusted, and there is little transparency regarding how feedback is used to improve communications. In some cases, the language used in communications places the burden of accessibility on EwD rather than on the organization. Relying on default formats outlined in policy because of resourcing such as HTML only have created barriers due to limited consultation with affected communities.

Challenges related to tools, training, and information resources were also noted. Accessibility resources, including training materials and documentation, are fragmented and difficult to locate. Live training sessions and presentations do not meet the needs of diverse learners. Document creation practices often fall short of accessibility standards, with issues such as inaccessible templates and improper use of color. Many employees are unaware of available accessibility tools for presentations, and there is limited access to stock visual assets that include proper alternative text or descriptions.

Governance, policy, and organizational support for accessibility are insufficient. Accessible communications are not embedded in governance structures, policies, or performance indicators. Accessibility is often perceived as a compliance requirement rather than a human rights obligation. There is a lack of policy for widely disseminated documents that are not formally classified as communications products. Support from senior management for accessibility initiatives has been inadequate, and accessibility and inclusion are frequently stigmatized or treated as afterthoughts. Inappropriate comments and microaggressions related to accessibility also go unaddressed.

Finally, measurable goals and performance tracking are lacking. Employees do not have the tools, training, or support needed to meet mandatory accessibility objectives. There are no clear metrics for tracking accessibility performance, which contributes to the low prioritization of accessibility in communications.

To meet these challenges, PS will undertake the following actions:

Staffing, Budget, and Expertise

• Form a departmental, cross-functional accessibility-operations team with dedicated resources.
• Increase staffing and funding for accessibility initiatives, including non-ICT communications.
• Make communications-accessibility training mandatory for all staff involved in producing communications products.
• Certify employees as accessibility professionals through recognized programs.
• Include baseline accessibility budgets and outcomes in all new memoranda to cabinet and Treasury Board submissions.

Engagement and Consultation with EwD

• Strengthen engagement with the EWDN and other person with disabilities communities
• Mandate engagement for unprecedented communications products or services
• Improve accessibility and trust of anonymous feedback mechanisms on non-digital products
• Develop language that places the responsibility for accessibility on the organization, not individuals
• Ensure communications solutions align with GC standards and meet EwD needs through consultation

Tools, Training, and Information Resources

• Increase staff responsible for developing accessibility training and resources
• Make accessibility training mandatory for all staff producing communications products
• Develop document-accessibility templates for communications products
• Research and provide guidance on accessible visual assets and writing alt text

Governance, Policy, and Organizational Support

• Embed accessible communications in governance structures, policies, and committee mandates
• Develop departmental accessibility policy instruments defining responsibilities and accountability
• Communicate that accessibility inclusion is a human right, not just compliance
• Clarify what constitutes a communications product and ensure policy coverage
• Support senior management in communicating accessibility priorities
• Make accessibility training mandatory for employees responsible for communications products
• Engage regularly with EWDN and other accessibility-inclusion groups.

Measurable Goals and Performance Tracking

• Increase staff responsible for developing tools and training to meet accessibility objectives
• Combine training, budgeting, and planning to improve accessibility in program and service delivery

Procurement of Goods and Services

The procurement of Goods and Services highlights key challenges related to accessibility at PS. Employees may lack awareness or understanding of accessibility policies, standards, and best practices, which can hinder inclusive procurement. Business owners are often unclear about their roles and responsibilities in ensuring accessibility throughout the procurement process. Additionally, procurement documents and templates may be outdated, non-inclusive, or inaccessible. Accessibility considerations are not consistently integrated into procurement planning, particularly in the early stages. These challenges highlight the need for improved education, clearer role definitions, updated documentation, and early integration of accessibility requirements to support a more inclusive procurement process.

PS employees identified a range of accessibility challenges in Procurement. Key issues include a lack of awareness and education among procurement professionals, who often treat accessibility as an afterthought or limit it to product compliance. There is limited operational infrastructure and role clarity for business owners, with accessibility audits frequently delegated to teams lacking expertise. Documentation such as Request for Proposal (RFP)s and Statement of Work (SOW)s often omits accessibility criteria, and tools are not designed for diverse user needs. Consultations with EwD are inconsistent and not systematically integrated into procurement processes, leading to late or absent consideration of accessibility. Training is under-attended and not tailored to different roles, while accessibility is often viewed as a compliance issue rather than a cultural value. Marginalized employees may feel unsafe raising concerns, and a culture of resistance discourages requests for accessible tools. These challenges highlight the need for systemic changes in training, governance, documentation, and workplace culture to embed accessibility throughout the procurement lifecycle.

To meet these challenges, PS will undertake the following actions:

Awareness and Education

• Work to embed accessibility as a default consideration in all procurement toolkits, guides, templates, and checklists
• Strive to increase participation in accessibility training by developing targeted outreach strategies and incentives for business owners and contracting officers when possible
• Develop plain-language training materials to make procurement processes more inclusive and understandable for non-experts

Role Clarity and Support for Business Owners

• Clarify and expand the scope of the Contracting and Policy Unit (CPU) to include operational support and accessibility expertise if possible
• Develop standardized tools, in collaboration with stakeholders and in consultation with the EWDN to ensure Business Owners fulfill accessibility obligations consistently across all stages of the procurement process
• Participate as procurement specialist along with business owner as subject matter experts on the Accessibility Advisory Committee, which will include diverse stakeholders to provide regular input and guidance on accessibility initiatives
• Encourage contracting officers to use plain language in all procurement communications and documentation

Inclusive and Up-to-Date Documentation

• Develop standardized templates and tools that include accessibility requirements
• Develop internal documents that reflect PSPC guidance on accessibility in contracts and, where possible, create alternative versions of key documents using simplified language and visuals to improve accessibility for users with cognitive or learning needs
• Work to ensure procurement tools and criteria explicitly address cognitive accessibility, not just visual or physical accessibility
• Develop examples of accessibility requirements tailored to specific commodities to support more consistent application

Consideration and Integration

• Establish formal consultation processes with the EWDN to ensure accessibility is integrated early and consistently throughout the procurement cycle
• Develop inclusive procurement strategies in collaboration with stakeholders, prioritizing co-development and user testing with diverse populations
• Work to create a structured process for early engagement between business owners and Contracting Policy Unit throughout the procurement lifecycle

Additional Participant Insights

• Strive to develop procurement training toolkits tailored to different roles (e.g., business owners, administrative staff) that include accessibility responsibilities
• Collaborate with PCD to update training plans and deliver targeted sessions that embed accessible procurement content for Business Owners, ensuring alignment with senior management and PCD approvals
• Implement a compliance checklist for each procurement file, maintaining a centralized repository of accessibility documentation (templates, training records, evaluation evidence)

Delivery of Programs and Services

The delivery of programs and services highlights key challenges related to accessibility at PS. New programs and services – and some existing ones - at PS do not yet fully meet accessibility expectations and could benefit from further improvements to remove barriers for EwD. This gap highlights the need for a systematic and inclusive approach to reviewing and enhancing accessibility. The proposed solution includes establishing a dedicated Accessibility Review Working Group, developing a comprehensive inventory of all programs and services, and implementing a six-year review calendar aligned with departmental priorities and user impact. Targeted consultations with employees, stakeholders, and EwD will support the identification of barriers and co-creation of solutions, with improvements integrated during renewals or mid-cycle updates to ensure continuous progress toward a barrier-free Canada by 2040.

PS employees identified a range of accessibility challenges in Delivery of programs and services. A key issue is the lack of a centralized inventory and consistent review process, which results in accessibility being overlooked or addressed too late in program design and renewal. Emergency preparedness programs often fail to prioritize the needs of persons with disabilities, and both internal and external services suffer from unclear accessibility contacts and inconsistent practices, especially in hybrid work environments. There is also a disconnect between IT, infrastructure, and accessibility planning, with barriers in digital tools and building access systems. Governance structures lack accessibility representation, and resources are sometimes reduced without consultation. Additionally, technical language in communications creates barriers, and plain language is misunderstood or undervalued. The report emphasizes the need for co-design with persons with disabilities, prioritization of high-impact programs, integration of accessibility into governance, clear communication, and comprehensive training across all teams.

To support the development of a barrier-free PS it is recommended to establish a dedicated Accessibility Review Working Group composed of program owners, the D&I Secretariat, EwD, and external advisors. This group would oversee the creation of a comprehensive inventory of all programs, services, grants, funding streams, and public-facing tools. A structured six-year review calendar would guide the assessment and improvement of accessibility across all programs, taking into account factors such as duration, renewal timelines, legislative constraints, departmental priorities, and public impact. Targeted consultations with employees, stakeholders, and persons with disabilities would be held throughout the review cycle to identify barriers and co-develop solutions. Improvements would be integrated during program renewals or through mid-cycle updates to ensure continuous progress. The six-year timeframe aligns with two consecutive Accessibility Plans (2026–2028 and 2029–2031), enabling sustained and strategic accessibility enhancements.

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 accessibility-accessibilite@ps-sp.gc.ca.

Limitations and Challenges

As PS works toward a barrier-free Canada by 2040 under the Accessible Canada Act, cost reductions and staff cuts pose significant risks to the department's ability to implement and sustain meaningful accessibility initiatives. Reduced budgets may delay the development of inclusive procurement tools, limit training opportunities for staff, and hinder the creation of accessible digital and physical environments. Staff shortages can also lead to inconsistent application of accessibility standards, reduced consultation with EwD and slower response times to accommodation requests. Without adequate resources and dedicated personnel, the department may struggle to meet its accessibility obligations, undermining progress toward a truly inclusive and equitable public service.

Monitoring Progress

As demonstrated by the evolution from PS' first accessibility plan to the current one, the department has successfully met its recruitment target for EwD. This achievement reflects a strong commitment to fostering inclusion and equity across the organization. However, it is essential that this number continues to grow, alongside broader advancements in accessibility. Sustained progress will require ongoing collaboration with SME to ensure a more accessible PS environment.

Each accessibility plan spans a three-year period, and PS will continue to monitor progress toward its objectives through annual reporting. These reports will assess the effectiveness of implemented measures and guide future improvements. To support this assessment, the department will rely on multiple data sources to inform performance indicators, including:

• Accessibility Self-Assessment
• Accessibility Survey
• PSES
• Anonymous Feedback Mechanisms
• PS Pulse Surveys

These tools will help ensure that accessibility remains a central priority in all aspects of PS' operations.

Feedback Mechanism

PS is committed to creating an open and transparent feedback process for not only employees, but for all Canadians. The D&I team under the PCD at PS ensures all feedback is:

• organized
• analyzed
• shared with the relevant teams in the organization for their consideration
• preserved; and
• used to prevent and remove barriers in a timely manner

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 by mail can be sent to the following address:

  Public Safety Canada
  Human Resources – Diversity and Inclusion Secretariat
  269 Laurier Avenue West
  15th floor mailroom
  Ottawa, ON K1A 0P8

• Telephone: Feedback can also be provided by calling 1 (343) 998-4491. 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.

Date modified:

2025-12-30