Accessibility progress report 2025 for Public Safety Canada

General

Background

On July 11, 2019, the Accessibility Canada Act came into effect, with the desired end state to make Canada barrier-free by January 1, 2040. In December 2022, Public Safety Canada (PS) established a three-year PS Accessibility Plan to support this goal. The Accessibility Plan provided actions to prevent, identify, and remove barriers and to create more consistent experiences of accessibility in the following priority areas:

• employment
• the built environment (i.e., the physical work environment)
• information and communications technologies
• communication, other than information and communication technologies
• the procurement of goods and services; and
• the design and delivery of programs and services

Since establishing it, each year PS has been working and reporting on the progress in implementing the Plan to eliminate and prevent barriers for employees with disabilities.

This final Progress Report identifies actions taken and accomplishments achieved in the last year of the 2023-2026 PS Accessibility Plan to create a barrier-free workplace and to allow the full and equitable participation of Employees with Disabilities (EwD) in the workforce.

Feedback mechanism

PS welcomes feedback on accessibility from employees and all Canadians. The Diversity and Inclusion Secretariat is responsible for collecting, analyzing, distributing, and preserving any feedback received.

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

Anonymous Feedback Form

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

Mail

Feedback can be sent to:

PS 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.

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

Consultations

To guide the implementation of the accessibility plan at PS, the department created an Accessibility Plan Project Team with members from the different functional areas and the PS Employees with Disabilities Network (EwDN). This report is based on all the feedback from the departmental Accessibility Plan Project Team.

The report is based on actions taken in support of Accessibility – Year 3 plans as well as relevant input received from individuals and additional stakeholders across the department.

Actions taken in support of accessibility – Year 3

Employment

PS strengthened its commitment to inclusive employment practices by focusing on priority areas designed to improve recruitment, retention, and career development for EwD.

The department implemented target recruitment strategies through its Student Hub, requiring hiring managers to indicate the Employment Equity (EE) groups they wished to recruit. This approach successfully facilitated the hiring of students with disabilities through the Co-op and the Federal Student Work Experience Program (FSWEP). Subsequently, during the 2024–2025 fiscal year, the Student Hub hired fourteen students with disabilities and leveraged the FSWEP inventory to match candidates to departmental needs. Further, to strengthen inclusive hiring practices, managers and executives completed the mandatory course on Inclusive Hiring Practices for a Diverse Workforce, which covers strategies for fair and accessible staffing, recognition of barriers, and tools for bias-free recruitment.

PS also broadened its outreach activities to promote recruitment of EwD that focused on partnerships and leveraging government programs. Community organizations such as LiveWorkPlay continued to be featured in the Staffing Options for Managers resource, supporting outreach to underrepresented groups. Other programs, including the Federal Internship Program for Canadians with Disabilities and Virtual Door to Talent with Disabilities, were actively promoted. Hiring managers were given access to applications from qualified candidates who self-identify as EwD, and senior leadership was informed of EE representation in succession planning to ensure equitable representation at the executive level.

To support career mobility and retention, PS continued its mentorship program, launched in 2022, providing ongoing development opportunities for EwD. The departmental Talent Mobility Inventory allowed participants to self-identify as equity-seeking, enabling staffing advisors to promote internal talent. Training sessions for managers emphasized supporting EwD throughout performance and talent management cycles, with plans to include disability inclusion and accessibility in mandatory training to further awareness.

In the area of Workplace Wellness and Recognition, EwD and their advocates remained eligible for recognition through the PS Awards and Recognition Program, which includes informal and formal awards at departmental and public service levels. This program includes an Integrity and Respect Award category that was updated with and included input from the various equity deserving employee networks.

In support of the Government's Call to Action forward direction and the department's commitment to removing barriers for equity deserving groups, in-house part-time group language training sessions are offered to employees with priority for registration given to employees who self-identify as EwD, Indigenous peoples, or members of visible minority groups.

PS also ensured that training was offered in multiple formats to accommodate diverse learning needs. The department is currently procuring a new Learning Management System (LMS) with accessibility requirements built into its design, and EwD will be consulted during implementation to support an inclusive experience. For training, participants are encouraged to identify specific needs related to vision, hearing, mobility, cognitive, or speech, ensuring that every learning program—including language training—is fully accessible. PS is also advancing plans to further integrate disability inclusion and accessibility into the mandatory training suite for managers and executives, reinforcing its commitment to an inclusive and barrier-free workplace.

To improve accessibility, PS also reviewed flexible work arrangements for employees. As a result of the review, Directors are now designated as the approval authority for full-time telework accommodation requests exceeding six months under the Directive on the Duty to Accommodate (DTA). This change ensures that decisions are made closer to employees, by leaders who best understand personal circumstances and their operational needs, thereby reducing delays, protecting confidentiality, and promoting fair and consistent outcomes. The streamlining of the approval process enhances equitable access to accommodations and strengthens organizational responsiveness to employees requiring support.

Overall, Year 3 reflects considerable progress in fostering an inclusive employment environment through targeted recruitment, expanded outreach, career development initiatives, wellness programs, and accessible training systems.

Built Environment

PS ensured that employees were provided with access to ergonomic furniture in all PS locations. Through standing weekly coordination between the Real Property Team (RP) and the People and Culture Directorate, PS has improved the overall DTA approval process and has identified efficiencies in deploying approved accommodations.

PS also embedded accessibility into its renovation approach. Consultations with EwD to test and identify barriers during planning and design phases for new and approved projects in the National Capital Region and regional offices were started and will continue as office spaces come due for renewal. In partnership with Public Services and Procurement Canada (PSPC) and its Centre of Expertise (CoE) for Accessibility, PS reviewed and addressed accessibility in service areas—such as elevators, washrooms, open-concept layouts, and accessible parking—ensuring compliance with applicable Building and Fire Codes and accessibility standards as renovations proceeded. Additionally, the RP worked with the Centre for Resiliency and Continuity Management to integrate accessibility considerations into emergency and business continuity planning. This collaboration is ongoing and will continue as leases renew and renovation projects advance.

PS ensured that regional offices were fully engaged and included in the workplace planning process through continuous consultations with regional employees. RP held monthly meetings with regional offices and the Internal Service Partners to collect and address issues and concerns. Internal Service Partners also visited all regional offices to verify accommodations, identify risks, and resolve concerns. Several items identified during these visits were addressed, including the deployment of ergonomic sit-stand desks to offices that were not previously equipped.

PS continues to assess long-term accommodation requirements with PSPC to ensure regional offices meet user and departmental requirements. RP attends ongoing monthly meetings with PSPC to review space needs, in support of lease renewals. Regional offices undergoing renovation or relocation projects were also consulted throughout all phases of projects—from planning initiation to move-in—to ensure requirements were captured and conveyed to PSPC.

PS consulted EwD to guide changes related to the hybrid workforce and worked to identify and address barriers in both physical offices and telework arrangements. PS resolved accommodation-related issues as they arose, ensuring employees had the tools and support necessary to work effectively in on-site and remote environments.

PS took steps to ensure EwD were informed of and had access to necessary resources required to succeed in the workplace. In addition, PS reviewed assessment processes, evaluation methods, training, technical support, and available information related to individual accommodations. These efforts strengthened accessibility and provided employees with the knowledge and resources they needed to thrive.

Information and Communication Technologies (ICT)

PS continued advancing its commitment to an accessible-by-default approach across its digital environment. Accessibility considerations were embedded into system upgrades, procurement practices, and digital content development, ensuring that new technologies and processes support inclusive access for employees and stakeholders. Training and awareness initiatives reinforced this commitment, equipping Chief Information Officer Directorate (CIOD) employees with the knowledge and tools to create and maintain accessible content and services.

Collaboration and consultations with internal networks and partners informed improvements to web publishing practices, system design, and testing protocols, while accessibility requirements were integrated into the lifecycle of new tools and enterprise solutions. These efforts were complemented by ongoing innovation planning and resource development to address emerging needs and maintain alignment with accessibility standards.

Overall, Year 3 marked significant progress toward reducing barriers in information and communication technologies, strengthening PS' capacity to deliver accessible digital services and fostering a culture of inclusion across the organization.

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

PS continued to improve the accessibility of its communication products and services. Corporate templates for reports, one-pagers, and public presentations were updated to better support accessibility. These updates were informed by research and evidence-based practices. The Communications team also consulted EwD to ensure templates meet their needs. The revised templates include a guide outlining accessibility best practices and referencing resources from the Government of Canada and external experts. A checklist summarizing these practices is included at the beginning of each template to support consistent application. PS also published links to accessibility resources on the intranet to assist employees in applying these standards.

To support learning, PS promoted the Canada School of Public Service (CSPS) training on creating accessible documents. This training includes examples of how to identify and remove barriers in documents, presentations, and other communications products. The Translation Bureau within PSPC developed a Guide on Equity, Diversity, and Inclusion Terminology, which includes guidance on accessible language. This resource is available to all employees and linked within the corporate templates.

PS also retained delegated authority for internal and external communications products. The Web and Creative team added accessibility reviews to its publishing support services. These reviews are conducted when teams consult the Communications team during the publishing process. While individual teams are responsible for their own materials, the Communications team also supports accessibility by providing templates and guidance, prioritizing an HTML-first approach to ensure information is as accessible as possible in multiple formats.

To gather feedback, PS introduced anonymous accessibility feedback forms on both the external website and the internal intranet. These forms allow users to report barriers and suggest improvements. Feedback can also be submitted through general inquiries, the webmaster email address, mail, telephone, or video relay service.

Feasibility studies were also conducted to assess production options for accessible formats such as braille, ASL/LSQ, audio, and large-type or custom-font formats. These formats are now available upon request, in line with policy requirements. PS also re-established a pan-Canadian distributed display network to provide information in alternative formats, complementing intranet and email communications.

Lastly, the Communications team is developing a Departmental Publishing Policy, which will provide guidance on assessing the accessibility of communications products. Meanwhile, the Translation Bureau within PSPC continues to manage sign language interpretation services (ASL and LSQ), which are available to all Government of Canada departments.

Procurement of Goods and Services

PS took significant steps to integrate accessibility considerations into procurement processes. Mandatory training for procurement specialists was added to the Procurement Management Accountabilities to ensure accessibility is considered at the earliest stages of procurement. In addition, PS developed a training framework to identify required courses, ensuring procurement officers have the requisite knowledge and skills to incorporate accessibility into their work.

PS collaborated with PSPC to leverage existing training and other tools, such as the course on Accessible Procurement: Inclusive by Design, Accessible by Default and Meaningful Consideration of Accessibility in Procurement. These resources reinforce the importance of accessible procurement practices across government.

Furthermore, PS worked with PSPC to simplify procurement processes. PSPC developed a tool to ensure all documents for bidders and suppliers are written in plain language and accessible formats, with implementation expected this fiscal year or early next year. PS also continued consultations with end-users and groups, including the EwDN, to ensure accessibility standards are considered in procurement decisions.

PS remains committed to advocating for inclusive procurement practices and ensuring accessibility requirements are clearly defined in tenders, requests for proposals, and contracts. Exceptions to accessibility considerations only occur under documented and approved circumstances.

Design and Delivery of Programs and Services

Where feasible, PS integrates accessibility into the design and delivery of its programs and services and, wherever possible, engages with EwD to ensure programming elements reflect their needs and perspectives.

During the design phase of relevant programs, efforts are made to incorporate, where appropriate and feasible, the requirements of legislation such as the Accessible Canada Act. Furthermore, in program development, PS applies a Gender-Based Analysis Plus (GBA+) lens, which is inherently intersectional and includes considerations for individuals with disabilities. In addition, when developing PS forms, tools, and materials for public engagement—such as information sessions—care is taken to ensure accessibility. This includes providing accessible formats and communication supports where required.

PS also continues to consult with EwD and to integrate accessibility into the design and delivery of its programs and services. Currently, the department is in the process of adding accessibility statements to the terms of reference of departmental governance committees, including in the departmental Executive Committee and the People and Culture Committee.

It should be noted that some programs or initiatives funded or supported by PS do not inherently involve accessibility issues. In such cases, enforcing or expecting full compliance with accessibility legislation by recipient organizations falls outside PS' mandate. PS does not audit or enforce accessibility compliance among recipient organizations, as doing so would extend beyond the scope of its authorities and responsibilities and could lead to significant operational and legal complications.

Lastly, PS has developed an annual performance report for some of its programs to share feedback received from program funding recipients and regional program delivery staff. This includes collecting information about program administration, including accessibility, through the funding application process and related tools.

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).

Feedback received

In 2025, PS received feedback from individuals through the departmental accessibility email as outlined below:

Moving forward

As PS concludes its first Accessibility Plan (2023–2026), the department has taken meaningful steps toward creating a barrier-free workplace. Through targeted recruitment, inclusive training, improved accommodation processes, and accessibility enhancements in both physical and digital environments, we have laid a strong foundation for sustained progress. These efforts reflect our commitment to the Accessible Canada Act and to fostering an equitable, inclusive, and respectful workplace for all employees.

Building on these achievements, the 2026–2028 Accessibility Plan sets out an ambitious and structured approach to accessibility. Progress on this new plan will be monitored through annual reporting, feedback mechanisms, and performance indicators. By continuing to collaborate with employees with disabilities, subject matter experts, and partners across government, PS will ensure that accessibility remains a shared responsibility and a cornerstone of our departmental identity.

These actions will position us to advance toward the ultimate goal of a barrier-free Canada by 2040.

Date modified:

2025-12-30