Agriculture and Agri-Food Canada’s 2024 progress report on the Accessibility Plan

Progress to date as of November 26, 2024

To request a copy of this report in an alternative format, please send an email to our accessibility team at aafc.accessibility-accessibilite.aac@agr.gc.ca.

General

Accessibility statement

Agriculture and Agri-Food Canada (AAFC) is working hard to be an accessible and inclusive organization. We know we have much work ahead to become a department without barriers.

AAFC has developed a 3-year accessibility plan. The vision for this plan is to help our department become more inclusive by design and accessible by default: a workplace that is productive, where everyone can contribute fully and where diverse perspectives are brought into decision making.

Over the last 2 years, AAFC has made great progress on the commitments identified in the accessibility plan. Through our consultations and feedback, we have made improvements in some areas, and identified new barriers in other areas. As we are implementing the plan, we will continue to count on feedback from our employees, people with lived experience and other stakeholders.

Contact us

How to contact us

For more information, to provide feedback, or to request an alternative format of our accessibility plan, progress report or the description of our feedback process, you can contact us in one of the following ways:

• Fill the online feedback form
• Send an email to aafc.accessibility-accessibilite.aac@agr.gc.ca
• Call by telephone at 1-855-545-9575 or by Teletype (TTY) at 613-773-2600
• Send mail to:

  AAFC Accessibility Office
  c/o Director General Human Resources
  Agriculture and Agri-Food Canada
  1341 Baseline Road
  Ottawa, Ontario K1A 0C5

You can send feedback anonymously or you can include your name and contact information.

We will confirm that we have received your feedback in the manner in which it was received, unless sent anonymously, or if an alternative preference is identified.

Alternate formats

You can ask for a copy of our accessibility plan, progress report, or a description of our feedback process in one of these alternate formats:

• print
• large print
• Braille
• audio format
• electronic formats

We will send you the document within 15 days. For Braille and audio formats, we will send them to you within 45 days.

How to provide your input

AAFC is committed to promoting best practices in accessibility. At the time of posting, this page meets the accessibility standard using version 2.1, level AA of the Web Content Accessibility Guidelines (WCAG). This standard is a recommendation from the Government of Canada Guideline on Making Information Technology Usable by All.

We know it is important to produce information that is accessible to everyone. If you have any difficulties accessing this content or would like to request an alternate format, please contact us or use our feedback process.

You can also use our feedback process to share your comments and ideas. We invite your feedback on:

• our accessibility plan or progress report
• how we are putting the plan in place
• any barriers that you may encounter when working for us, or in communicating with us, or accessing our programs and services
• our feedback process

You can send feedback anonymously or you can include your name and contact information.

The Accessible Canada Act sets a 3-year planning and reporting cycle. The Accessible Canada Regulations identify the deadlines:

• Year 1: Publish accessibility plan and feedback process (December 2022)
• Year 2: Publish progress report on implementing the accessibility plan and feedback received (December 2023)
• Year 3: Publish a second progress report (December 2024)

We will use this feedback to produce our progress reports and to create our next accessibility plan.

We have designated our senior accessibility officer, Human Resources Directorate, Corporate Management Branch, to receive feedback on behalf of the department.

Feedback

Preparing the progress report

As we continue to put our accessibility plan in place, we have committed to provide regular progress reports as part of our obligations under the Accessible Canada Act and the Accessible Canada Regulations.

To report on this progress, we have and will continue to:

• consider the feedback that we receive through our feedback process
• track our progress by recording how we have — or plan to — remove or prevent the barriers that are identified in this plan, and any additional ones that might be identified

As we have done to develop the plan and this progress report, we will continue to consult people with disabilities. This progress report will reflect the information we received through our feedback process and how we considered it.

Feedback received

The feedback process at AAFC was put in place in December 2022. From December 2023 to November 2024, AAFC received feedback from 55 people. Most of the feedback was received through the form (89%) and 41% feedback was sent anonymously.

Of the feedback received:

• 85% was related to accessibility barriers
• all identified barriers align with those identified in our accessibility plan
• 57% of these barriers were related to employment
• 40% of these barriers were related to culture change, education and awareness which includes communication, other than information and communication technologies
• 28% of these barriers were related to the design and delivery of programs and services
• 17% of these barriers were related to information and communication technologies
• 14% of these barriers were related to the procurement of goods, services and facilities

Specifically, the following barriers were identified:

• delays, confusion and inequities in accommodations and hybrid work support
• inconsistent messaging, lack of disability inclusion as well as inequities in meetings and workplace culture
• limited advancement opportunities for persons with disabilities

Feedback on the accessibility plan included:

• the need for training in the areas of accommodation and accessibility
• service standards for accommodation

Consultations

Consulting for the progress report

For the purposes of the act and its regulations, the consultation process is information AAFC receives when it consults persons with disabilities and other key stakeholders as it prepares its accessibility plans and progress reports. This consultation process is targeted and time limited. Consultation input differs from the feedback comments AAFC receives through our feedback process.

In November 2023, the Accessibility Office sent out a departmental questionnaire on the accessibility plan. The communications invited all those who work for AAFC to participate. The questionnaire included multiple choice, levels of agreement and open-ended questions. It was divided into 2 sections:

• general knowledge related to accessibility, the Accessible Canada Act and the Government of Canada Workplace Accessibility Passport
• areas of the accessibility plan, where participants could select which areas they wanted to answer

The questionnaire was communicated in multiple ways, including messaging through the Persons with Disabilities Network, internal news@work messages, emails from assistant deputy ministers to their branches, and use of Microsoft Teams channels. Internal groups and governance were also used including the branch representatives of the human resources liaison group and our operations departmental governance committee, led by the Deputy Minister. Participants included Assistant Deputy Ministers, the Corporate Secretary and the Ombuds.

The questionnaire was available for 2 weeks in November 2023 with 548 people participating across the department. Of that, 45% (240) self-reported being a person with a disability, after having read the definition, 8% preferred not to say, and another 7% didn't know whether they consider to be a person with a disability.

Given the timing of the survey was right before the publication deadline last year, only the initial results from the November 2023 accessibility questionnaire were included in the 2023 progress report. Additional analysis and consultation was completed in 2024, including an executive summary. These results have been included in this year's progress report.

What we heard

Key findings from the questionnaire highlight important perspectives from participating employees, providing valuable insights into their priorities and perspectives regarding workplace accessibility. Overall, respondents:

• recognize the necessity of including subject matter experts, employees with lived experience and management representatives at all levels to foster inclusive discussions
• advocate for increased awareness and support to ensure equal treatment of all employees, particularly those with disabilities, through improved communication, education and accessibility considerations across all aspects of work
• acknowledge progress in creating an inclusive culture, but express concerns about the need for improved support and accommodation, particularly for employees with non-apparent disabilities, such as those who experience neurodivergence and mental health issues
• call for concrete actions, increased transparency and investment in accessibility initiatives, such as:
  • advancements for improving accessibility
  • streamlining accommodation processes
  • ensuring equal treatment for all employees regardless of disability status

In addition, the survey found that providing respondents with a broader definition of disability led some to identify as having lived experience of disability for the first time. Nearly all respondents agreed on the importance of accessibility, though many perceive our accessibility maturity as low.

The areas of our progress report

Our progress report follows the priority areas of our accessibility plan. While we take time to reflect on the progress made over the last year, we continue to work toward identifying, removing and preventing barriers facing people with disabilities.

The commitments identified will be supported by evergreen implementation and delivery plans for each priority area, as well as continuous engagement and collaboration with persons with disabilities.

We have organized the following commitments according to the 7 areas of accessibility outlined in our accessibility plan and the Accessible Canada Act.

Employment

Goal

AAFC's goal is to create a workplace that allows everyone to be at their best and fully participate throughout their career from recruitment/onboarding, career development, promotion and departure. We will also improve conditions for success by providing persons with disabilities timely access to workplace accommodation solutions.

Barriers related to employment identified during consultations

• Lack of awareness and support to ensure equal treatment of all employees, particularly those with disabilities, through improved communication, education and accessibility considerations across all aspects of work, including opportunities for career development
• Lack of clear and transparent accommodation processes and roles and responsibilities for persons with disabilities leading to difficulty accessing timely and efficient workplace accommodation solutions
• Limited support and accommodation, particularly for employees with non-apparent disabilities, such as those who experience neurodivergence and mental health issues
• Limited consultations with subject matter experts, employees with lived experience, and management representatives at all levels necessary to foster inclusive discussions

How will we get there

Action 1: Implement targeted recruitment initiatives to close representation gaps for persons with disabilities

Outcome

• Focus on hiring people with disabilities at AAFC in order to address the current representation gaps for people with disabilities. This is supported through the Accessibility Strategy for the Public Service of Canada's goal to hire 5,000 persons with disabilities by 2025

Note that the number in the DM message was used in the Interim Accessibility Plan (355). Since the time of publishing, AAFC received an updated number from the Office of Public Service Accessibility, of 230 employees. This number is subject to change based on many factors including workforce availability, number of people with disabilities leaving and availability of jobs to be staffed.

Target timeline

• 2025 with ongoing progress between 2022 and 2025

Measurement

• staffing and workforce data

Progress to date

AAFC has hired 139 employees who identified as a person with disabilities since 2020:

• (revised increase of 6) 12 employees who identified as a person with a disability were hired in fiscal year 2020 to 2021
• 21 employees who identified as a person with disabilities were hired in fiscal year 2021 to 2022
• (revised increase of 14) 48 employees who identified as a person with a disability were hired in fiscal year 2022 to 2023
• (revised increase of 48) 58 employees who identified as a person with a disability were hired between April 2023 to September 2024 (note that last year's progress report only reported on numbers between April 2023 and September 2023)

Employees who identified as a person with disabilities comprise 7.8% of AAFC's workforce as of September 2024, compared to the workforce availability of 8.7%. This is an increase from 4.6% in March 31, 2020. The department has:

• run 2 targeted staffing processes at the AS-01, AS-03 levels for persons with disabilities, as well as targeted student recruitment and a CO process
• hired 23 students who identified as a person with a disability through the student recruitment initiative
• received funding to implement a marketing campaign focussing on hiring persons with disabilities: an AAFC inventory of 1,750 candidates who identify as persons with disabilities was made available to managers, with 19 requests and 2 appointments

Action 2: Increase inclusion and opportunities for persons with disabilities to participate in learning and development

Outcomes

• improved promotion rates for persons with disabilities
• access to stretch assignments and acting assignment opportunities
• access to language training
• persons with disabilities selected for learning and development programs

Target timeline

• ongoing progress

Measurement

• staffing data
• promotion rates
• sponsorship and training program advertisement, inclusion, access and participation
• official languages training data
• 2022 PSES results

Progress to date

AAFC's workforce data and promotion rates:

• employees who identified as a person with disabilities comprise 7.8% of AAFC's workforce, as of September 2024. This is an increase from 4.6% from March 31, 2020
• employees who identified as a person with disabilities represented 4.3% of all AAFC promotions over fiscal year 2023 to 2024. The rate has fluctuated since March 2020 but has improved over the past 2 years

Sponsorship and training program advertisement, inclusion, access and participation:

• AAFC’s Management Leadership and Development Program took steps to support persons with disabilities by reserving spaces for members of the Persons with Disabilities Network and encouraging managers to nominate diverse candidates. This year, 2 members of the network were selected for each official language. For the first time, a participant was included despite not meeting the usual classification requirements. This change aims to remove barriers that limit career advancement for persons with disabilities, creating more inclusive opportunities for growth and leadership
• in early 2024, AAFC held a mini-self-ID campaign to encourage employees to self-identify. This included communications through our internal news@work email bulletin to all employees and promotion cast on television screens across the National Capital Region's offices
• as part of AAFC's employment equity objectives, Programs Branch (PB) conducted their own self-ID and consent form awareness campaign via targeted branch communications. The objective was to identify equity-seeking groups and Indigenous employees for sponsorship and other targeted learning and career development opportunities. 95% of PB employees completed the self-ID form, which led to an increase of PB employees opting to self-identify. The campaign contributed to better branch representation for all designated groups
• in the fall, AAFC launched a PeopleSoft (HR system) campaign to encourage all employees to verify their information in PeopleSoft and Phoenix Pay System. This included encouraging employees to review or complete the self-identification questionnaire
• as part of onboarding, all new employees receive information that includes, presentations and videos emphasizing the core values of diversity, equity and inclusion (DEI) at AAFC and encourages employees to join a diversity network. Employees are provided with a link to AAFC's self-identification questionnaire, contact information for all of AAFC's Diversity Networks, and the DEI Policy and Programs team so that they can receive diversity and inclusion-related support and guidance, if required
• TBS is also developing a modernized self-ID questionnaire to allow employees from all equity-seeking groups, including the 2SLGBTQI+ community, to have the opportunity to self-identify. AAFC will transition to this modernized questionnaire once launched

Action 3: Ensure that staffing and assessment tools are accessible and inclusive, and that hiring managers and applicants are aware of available accommodations during the assessment and appointment processes

Outcomes

• accessibility information is included in AAFC job posters and communicated on AAFC's intranet
• applicants are supported with required accommodations during the staffing process, from initial application to appointment

Target timeline

• ongoing

Measurement

• staffing data
• workplace accommodation data

Progress to date

AAFC has improved staffing processes:

• AAFC has implemented a new job poster review process designed to ensure inclusion and minimize errors or oversights that could create barriers or biases for certain candidates
• all job posters include information regarding AAFC's commitment to providing an inclusive and barrier-free work environment. Candidates are encouraged to contact HR if accommodations are required
• all staffing advisers continue to attend workshops providing training to support managers in identifying and mitigating barriers and biases in assessment tools. These workshops include training and information on the Accessibility Passport and the Digital Accessibility Toolkit.
• AAFC implemented VidCruiter, a modern recruitment and assessment platform in 2023. This platform complies with Web Content Accessibility Guidelines and allows hiring managers to easily offer flexible formats for assessment content. 2 surveys have been developed to request feedback directly from candidates and hiring managers, and they will be distributed by the end of the calendar year

Results of our November 2023 accessibility questionnaire

• 20% of employees who reported encountering barriers indicated they were related to staffing processes.
• almost half of all accommodation requests related to the staffing process were for the written assessment.

Action 4: Provide persons with disabilities timely access to workplace accommodation solutions with standardized and simplified processes

Outcomes

• establishing a centralized fund for all accommodation requests
• ensure the department is adequately resourced (both human and financial) to support people with disabilities
• develop internal capacity to improve tracking of accommodation requests
• establish integrated approach to accommodation needs with key stakeholders to ensure consistent processes across all branches and regions

Target/timeline

• centralized fund to be established in 2023-24
• ongoing progress

Measurement

• accommodation fund utilization
• service standards
• time to complete accommodation actions from initial request to completion
• 2022 PSES questions
• employee feedback

Progress to date

To ensure the department is adequately resourced (both human and financial) to support people with disabilities, AAFC:

• has established a centralized accommodation fund in April 2023. To date, the fund has supported 136 clients with putting their accommodation solutions in place. The department has invested $83,000 to date this fiscal year with 59 items procured related to adaptive technology
• has developed an accessible for all program which offers a streamlined procurement solution for common information technology (IT) items. To date, 1,351 clients have used this solution, allowing employees timely access to accessible and ergonomic IT tools without further approvals. This has helped to reduce some of the workload for Integrated Disability Management (IDM), allowing them to focus on more complex accommodation solutions
• established a streamlined IT process and dedicated resources for accommodation requests. This will provide direct access to IT expertise for adaptive technology and tools
• a case management system is currently being reviewed with Information Systems Branch to address user needs and information-gathering. AAFC does not have statistics available for time to complete accommodation actions from initial request to completion

To support people with disabilities:

• AAFC is one of 9 federal departments participating in the Better Accommodations Project (BAP). Led by the Deputy Minister Champion for Federal Employees with Disabilities, this project is a one-year initiative (August 2024 to August 2025), aiming to drive transformative change in accommodations for federal employees with disabilities. The BAP aims to advance and enable system-level operational and culture change that results in an organizational approach to accommodation guided by the social model of disability. The project team membership includes representatives from the Persons with Disabilities Network, Ombud's Office, Mental Health, IDM and Accessibility
• in addition to participating in the Better Accommodations Project, AAFC's Deputy Minister is part of the Deputy Minister's Reference Group (DMRG) for BAP. Deputy Ministers participating in DMRG will:
  • gain a better understanding of best practices
  • have an opportunity to leverage early the tools and resources coming out of the BAP to improve accommodations within their departments
  • collectively influence enterprise-wide change on an issue that is central to the success of the public service as an accessible, inclusive and welcoming workplace.
• the service standard for AAFC's IDM team for responding to an email and contacting a client for initial consultation continues to be 5 working days. This is due to an increase in demand and requests related to return to office and hybrid environment. Triage is in place to address urgent requests without delay
• from May to November 2024, 22 tickets for Duty to Accommodate (DTA) requests were logged with IT Client Services. The average open time for resolution of DTA tickets is 24.9 calendar days, noting that hardware requests are approximately 16 calendar days to resolve, and software requests are approximately 32 calendar days
• a guide to accommodations and disability management has been published on AAFC's intranet, which provides managers and employees with information pertaining to the accommodations process, including disability leave. This resource will assist managers and employees by having the information needed to commence the accommodation process without having to await consultation with IDM
• AAFC continues to review and revise internal guidelines and processes to ensure consistency in service delivery for employees. This includes completing a process to ensure procurement of IT solutions is easier and collaborating on a process to streamline workstation reservations related to DTA needs
• relationship-building with stakeholders continues in order to ensure integrated and consistent processes across all branches and regions
• AAFC has a DEI network secretariat who provides support to the Persons with Disabilities Network. Each DEI network receives $5,000 as a starting amount to have funds available for events and activities and to ensure events are accessible. The network has a dedicated executive champion and 2 employee co-chairs supporting network initiatives

Results of our November 2023 accessibility questionnaire

Additional analysis of the results related to delays in preventing accommodation solutions from being implemented highlighted:

Action 5: Fully implement the GC Workplace Accessibility Passport at AAFC

Outcomes

• Government of Canada (GC) Workplace Accessibility Passport fully implemented at AAFC
• increase promotion of GC Workplace Accessibility Passport to AAFC employees and managers

Target timeline

• 2025

Measurement

• GC Workplace Accessibility Passport usage and training data
• other employee and manager feedback

Progress to date

Promotion and communications of the GC Workplace Accessibility Passport at AAFC:

• the GC Workplace Accessibility Passport has been promoted through internal communications (news@work) 6 times in 2024. There is a dedicated internal webpage on the passport, and it is included in the Managers' DEI toolkit, the Hybrid@AAFC toolkit for managers, the framework for supporting under-represented and marginalized groups in the agriculture and agri-food sector and the learning resource page on psychosocial risk factors in the workplace under mental health training and resources
• information about the passport program was included at various meetings and events throughout the year, including through awareness presentations on the inclusion of the PwDN at AAFC, National AccessAbility Week, National Disability Employment Awareness Month and International Persons with Disabilities Day

AAFC as a GC Workplace Accessibility Passport Adopter Organization supports the Office of Public Service Accessibility:

• AAFC has committed to participating in the pilot of the digital solution of the GC Workplace Accessibility Passport from October 15 to December 13, 2024. Through this pilot, the Accessibility Office provided digital passport demonstrations to employees. This pilot provides the opportunity for employees to provide feedback on the use and accessibility of the tool to help improve the use of the tool for all government organizations
• as of November 2024, AAFC has 31 employees with active passports through myAccessibleWorkplace reporting. 42% of those passports were signed in agreement by employees and managers
• collaborations between Information Systems Branch and the Accessibility Office are exploring the integration of the digital passport into the new IT ticketing system to streamline specialized services by identifying accessible equipment rather than identifying the individual using them
• AAFC plays a key role in supporting the Office of Public Service Accessibility. This includes membership and representation at the following:
  • monthly adopter passport meetings
  • ADM steering committee for the digital solution, which is co-chaired by the Assistant Deputy Minister of Information Systems Branch
  • inclusion working group, which includes the co-chairs of the PwDN
  • indexing working group and user experience testing, which includes the Accessibility Office

The built environment

Goal

AAFC's goal is to create built environments that are accessible and inclusive for all those who use them. We will work with persons with disabilities to proactively enhance the accessibility of the built environment with an "inclusive by design" and "accessible by default" mindset.

Barriers related to the built environment identified during consultations

• AAFC is a geographically dispersed department and owns or leases hundreds of buildings across the country; accessibility of both workspaces and public facilities may vary
• the department's hybrid workplace model, which includes phasing out personal workspaces, may pose challenges to persons with disabilities
• the implementation of Treasury Board of Canada Secretariat's Direction on prescribed presence in the workplace may pose challenges to persons with disabilities
• (new) fully accessible spaces are typically fewer in number and provide fewer options for persons with disabilities. This includes access to GC co-working sites where spaces are limited in general, and options are even more limited for persons with disabilities

How will we get there

Action 6: Ensure departmental compliance with Public Services and Procurement Canada's physical accessibility requirements and other standards that apply to federal organizations

Outcomes

• increased accessibility in new designs and retrofits
• AAFC is compliant with Government of Canada physical accessibility requirements and standards

Target timeline

• 2022-23 and ongoing

Measurement

• facilities management data
• employee feedback
• external client feedback

Progress to date

AAFC has numerous employees participating in the community of practice on Accessibility in Federal Science Laboratories, which brings together colleagues from various federal science-based departments and agencies and external partners to share lessons learned and discuss topics related to inclusive science and accessibility on a quarterly basis. This community of practice is co-chaired by Natural Resources Canada and Public Services and Procurement Canada. Meeting topics included:

• Accessibility Standards Canada
• Rick Hansen Foundation (Accessibility Certification)
• Office of the Chief Accessibility Officer
• role of science societies in advancing inclusion and accessibility: Institute of Electrical and Electronic Engineers example presented by a research scientist with AAFC
• Infinity: The Network for Neurodivergent Public Servants
• update on activities from the Rick Hansen Foundation and accessibility guidelines for science facilities
• accommodation, accessibility by design and anti-ableism in the scientific workplace — presenter co-founder of Inclusion, Diversity, Equity, and Accessibility in Science, Technology, Engineering, and Mathematics (IDEA-STEM)

AAFC is compliant with Government of Canada physical accessibility requirements and standards:

• 2 large workplace modernization projects have completed the design process and both meet the Public Services and Procurement Canada accessibility standards for Government of Canada
• at the time of this report, AAFC has 1 workplace modernization project in the construction phase

Action 7: Consult persons with disabilities and other stakeholders during design and retrofit projects

Outcome

• accessibility is considered in new builds and retrofits

Target timeline

• ongoing

Measurement

• engagement and consultation data

Progress to date

• in February, AAFC employees participated in the Interdepartmental Workshop on Accessibility in Federal Science Laboratories, involving sharing best practices based on lived experience. Areas of discussion included the built environment, staffing and culture shift. This workshop evolved into a community of practice after the initial meeting (see Action 6 for more information)
• a multi-disciplined working group was established to address current accommodation needs of employees related to workplace modernization projects in the National Capital Region (see Action 8 for more information)

Action 8: Ensure that the AAFC hybrid work model allows for workspace solutions based on individual employee needs

Outcome

• employees' physical workplace needs are accommodated

Target timeline

• 2023-24 and ongoing

Measurement

• workplace accommodation data
• employee feedback
• 2022 PSES Results

Progress to date

• as part of the workplace modernization projects, AAFC's Accommodation services continues to work closely with IDM, Change Management and Occupational Health and Safety to ensure accessibility and accommodation needs are considered in the design and retrofit. Contracting of certified ergonomist services has been implemented to identify individual barriers and needs and ensure customized solutions where standard solutions do not work
• as part of a flexible hybrid workplace, some of AAFC's spaces have been modernized to include more collaborative spaces. These new shared workspaces are designed with accessibility in mind. Some key accessibility features are: height-adjustable hydraulic desks or height-adjustable sit-stand solutions, ergonomic chairs, dual monitors, dedicated quiet workspaces, open collaboration spaces, Surface Hubs, Smartboards, and Cisco Videoconferencing-enabled boardrooms with fully accessible equipment
• AAFC’s IDM team takes an individual approach to accommodating people with disabilities. Each individual request coming in to IDM is assigned to an adviser, who supports the employee and manager in identifying and implementing the accommodation solutions that best respond to their individual needs. Clients have access to the services of occupational therapists, ergonomists and other specialists at no cost to assist in needs assessments where required. The GC Workplace Accessibility Passport is encouraged and recognized as documentation of barriers and solutions
• since May 2024, 164 clients have sought out disability management services following the direction on prescribed presence in the workplace for full-time telework. The complexity of cases has also increased post-pandemic

Information and communication technologies

Goal

AAFC's goal is to create materials, digital content and communication technologies that are accessible and inclusive for all those who use them allowing everyone to fully participate.

As we become more digital, we will build our capacity and capability to consider accessibility from the start so that information and communication technology products, services and digital content are usable by all, regardless of ability or disability.

Barriers related to information and communication technologies identified during consultations

• the Treasury Board of Canada Secretariat’s Standard on Web Accessibility applies to externally facing websites only, and does not cover hardware, software and other digital content (including intranet design and content)
• accessible document standards may not be understood or consistently applied
• templates and forms are not always available in accessible formats
• employees need more knowledge on how to create accessible digital content and awareness of importance and impact of ensuring digital content is accessible

How will we get there

Action 9: Ensure accessibility is considered in the design and delivery of virtual and hybrid meetings

Outcomes

• use of accessibility features to create and share materials, meeting invites and participation in meetings
• accessibility is considered when designing and preparing for meetings and events, including choosing accessible tools and delivery, and the use of Communication Access Realtime Translation (CART) services and sign language interpretation

Target timeline

• 2023-24 and ongoing

Measurement

• implementation and communication of accessibility considerations for meetings and events
• 2022 PSES results
• employee feedback

Progress to date

Implementation and communication of accessibility considerations for meetings and events

• the Microsoft Teams environment for virtual and hybrid meetings has all functionality enabled. AAFC has routinely promoted available accessibility features. Employees are encouraged to use various accessibility features in Teams during virtual meetings, including using PowerPoint live, live translated captions, transcriptions and recordings
• boardroom Surface hub devices were installed with accessibility considerations for mounting at a height that employees using mobility aids can access the touch screens
• large departmental events such as AAFC all-staff meetings and our departmental awards ceremony utilize CART services and second language interpretation. They are also recorded and available upon request. At this time, AAFC does not provide sign language interpreters for all-staff events. This provides an opportunity for improvement
• the DEI secretariat holds a contract for CART that is available for network meetings, consultations, and DEI events
• AAFC offered 2 skills labs which included a focus on accessibility (see Action 12 for more information)

Action 10: Ensure that departmental templates and forms are accessible and available in alternate formats

Outcomes

• templates and forms are fully accessible and compliant with Government of Canada accessibility standards
• alternative formats are available and communicated

Target timeline

• 2023-24 and ongoing

Measurement

• user feedback
• review of templates and forms

Progress to date

• AAFC has developed a draft guide to support developing accessible PDF forms as both the Standard on Information and Communication Technology Accessibility (Phase One) and Standard on Web Accessibility are being updated and reviewed
• a resource on accessibility was created by Public Affairs Branch to provide to their clients before submission of communications products. This guide includes the requirements under the Accessible Canada Act, tips and tricks and further resources on accessibility

Action 11: Ensure departmental digital content is accessible and in compliance with accessibility standards or guidelines, where applicable

Outcome

• AAFC internet and intranet content is accessible and in compliance with accessibility standards such as the Web Content Accessibility Guidelines (WCAG)

Target timeline

• 2022-23 and ongoing (updated as required)

Measurement

• user feedback
• review of web content

Progress to date

• AAFC’s digital training material has been redesigned to meet WCAG standards. This includes redeveloping material for the Management Leadership and Development Program and the Administrative Recruitment and Development Program
• AAFC's web communications team reviews all new and revised content submitted for web publishing across the department. This ensures compliance with relevant accessibility requirements and standards, and usability best practices, for both the external and internal websites. For example content intended for all departmental staff is published on AgriSource (our intranet), to ensure accessibility can be met, moving away from providing content on AgriDoc or SharePoint

The following statistics are from our review of web content related to WCAG compliance:

• AAFC web applications:
  • 20 applications were assessed against WCAG 2.1 level AA
  • 30% of applications received 100% WCAG compliance
  • 50% of applications received scores of 95% WCAG compliance or higher
  • 20% of applications received scores of 90% or higher in the last assessment
• AAFC online (canada.ca):
  • in the last 3 months, 372 English/French pages were assessed with an overall WCAG score of 99.24% compliance
  • 278 of these pages scored 100% WCAG compliance with 1 page scoring 92.11%, which was the lowest score
• AAFC intranet (AgriSource):
  • in the last 3 months, 320 English/French pages were assessed with an overall WCAG score of 99.32%
  • 239 of these pages scored 100% WCAG compliance with 1 page scoring 94.74%, which was the lowest score

Action 12: Provide training and information on creating accessible web content and documents, including plain language

Outcome

• increase awareness and knowledge of accessible considerations when designing and developing digital content, to ensure our digital content is more accessible for everyone

Target timeline

• ongoing

Measurement

• training data
• review of training materials

Progress to date

AAFC has developed tools, supports and resources to support creating accessibility:

• AAFC's web communications team provides ongoing guidance, support and knowledge transfer to clients across the department to ensure AAFC web content complies with WCAG, the Canada.ca style guide and plain language guidelines
• AAFC has created an Accessibility Starter Guide featured on the main page of the Digital Learning Portal. The guide contains information and videos on how to make digital information more accessible, including topics such as colour contrast, plain language and text formatting and accessible links

AAFC offers and recommends the following training opportunities on accessibility:

• AAFC's recommended learning curriculum includes courses on accessibility including "Making Documents Accessible" offered by the Canada School of Public Service (more accessibility training content is shared as part of Action 14 and Action 21)
• AAFC's Public Affairs Branch provided an updated resource page on "why we need to write in plain language," which includes tips and learning opportunities
• The Administrative Events Series hosted events on plain language essentials and virtual communication, covering topics such as using built-in accessibility features
• 2 of AAFC's Change Makers' Network skills labs have included content on accessibility. Examples include "A recipe for inclusion: learn to craft accessible emails in just 30 minutes" and "Maximize your meeting mojo! Learn some next-level Microsoft Teams skills"
• Topics covered in these sessions included:
  • accessibility features such as live captions, transcriptions and recordings
  • using accessible font and formatting basics
  • special considerations for longer emails
  • built-in style headings for structure
  • proper bullet or number formatting for lists
  • alt text for images
  • hyperlinks with descriptive text
  • considerations for accessible, bilingual emails

Action 13: Consult with employees on accessibility of information and communication technologies

Outcome

• identify accessibility opportunities and barriers from the lived experience of persons with disabilities

Target timeline

• ongoing

Measurement

• consultation feedback

Progress to date

• While progress has been made, feedback received indicates that barriers still continue to exist. Based on the feedback, accurate captioning and CART services and accessible meeting materials need to be considered at all meetings. Our November 2023 accessibility questionnaire indicated that employees need more knowledge on how to create accessible digital content and awareness of importance and impact of ensuring digital content is accessible.

• AAFC is working on a solution to replace the outdated TTY system for the IT Helpdesk with a modern approach. More consultation with persons with disabilities is needed to find a more accessible communication method
• AAFC published its first artificial intelligence (AI) strategy and an AI ethics committee was established including representatives from various DEI networks (See Action 19)
• AAFC has a Digital Innovation Hub Accessible Equipment Area. This area allows for:
  • technicians to be continuously trained and exposed to various adaptive technologies, expanding their knowledge and ability to support employees in finding solutions
  • persons with disabilities to test and verify if specific tools meet their needs before submitting requests
  • all staff to experience and better understand the technological challenges faced by persons with disabilities, fostering a more inclusive work environment

Communication, other than information and communication technologies

Goal

AAFC's goal is to create communication products that are accessible and inclusive for all those who use them, enabling everyone to fully participate.

We will strengthen disability inclusion and build accessibility awareness and confidence throughout the department to ensure that we are an attractive workplace for persons with disabilities and that bias, ableism, and negative stigmas against persons with disabilities are addressed at all levels. We will also strengthen corporate governance, leadership and accountability with a view to centralize funding and support for persons with disabilities and increase their participation in decision-making. Accessible and inclusive internal and external communications will also be a priority.

Barriers related to communication other than information and communication technologies identified during consultations

• employees and managers may not be aware of the Accessible Canada Act and its requirements
• there is a need for more alignment about accessibility and related priorities across AAFC governance and consultative bodies
• there continues to be stigma and/or lack of awareness around, workplace accessibility and disabilities
• need for more communications about services and programs available to support people with disabilities
• need for accessibility-confident leaders by applying an accessibility mindset in all decisions made, actions taken and communications

How will we get there

Action 14: Raise awareness of workplace accessibility, including the department's duties under the Accessible Canada Act

Outcome

• regular communications about accessibility, requirements and progress

Target timeline

• ongoing

Measurement

• employee communications tools (such as news@work messages)

Progress to date

AAFC has offered training and awareness activities on accessibility

• a guide to disability management for AAFC managers was published on AAFC’s intranet in October 2024. This guide outlines management’s duties and responsibilities under the Accessible Canada Act, the Canadian Human Rights Act and Canada Labour Code, Part II
• in-person sessions from IDM offered assistance to promote and talk about the program with employees and supervisors
• executive performance agreements incorporated the departmental DEI goals, including:
  • increasing representation and belonging
  • creating inclusive and accessible workplaces
  • enhancing accountability and monitoring
• since October 2021, the Persons with Disabilities Network has done 39 presentations on inclusion of persons with disabilities at AAFC to various groups and levels including most recently at the Directors General Management Committee. The presentation covers many topics related to the lived experience of people with disabilities including terminology, representation, accessibility, accommodation, Government of Canada Workplace Accessibility Passport, and actions everyone can take to help create a welcoming work environment
• AAFC has offered 2 skills labs through the Change Maker's Network which included a focus on accessibility (see Action 12 for more information)
• hosted 2 virtual demonstrations of the digital accessibility passport for all employees with 1 session specifically for persons with disabilities. Both sessions included facilitators from the Office of Public Service Accessibility
• AAFC's recommended learning curriculum includes courses offered by the Canada School of Public Service on accessibility including:
  • Addressing disability inclusion and barriers to accessibility
  • Making documents accessible
  • Inclusive hiring practices for a diverse workforce

Employee communications tools

• awareness of workplace accessibility has been done through employee communications vehicles, namely news@work. Since January 2024, there have been 25 different articles in news@work that reference accessibility. Lockscreens and digital displays have also been used for specific higher profile items/events related to accessibility

To mark the International Day for Persons with Disabilities (IDPD) 2023, AAFC hosted a conversation on the topic of inclusive workplaces in collaboration with the Office of Public Service Accessibility on December 4, 2023. The event theme focused on inclusive workplaces. Discussion topics included:

• workplace accommodations and the duty to accommodate
• the GC Workplace Accessibility Passport and the importance of culture change when building workplaces that are inclusive and welcoming to persons with disabilities

Results of our November 2023 accessibility questionnaire

• 67% of people state that there continues to be stigma and/or lack of awareness around workplace accessibility and disabilities
• respondents emphasized the need for diverse accessible tools and services during meetings and events, including CART services and ASL interpretation
• several respondents called for training sessions to educate employees and management about accessibility requirements and respectful communication practices
• respondents stress the importance of not only addressing accessibility during recruitment but also focussing on the ongoing needs of current employees, particularly in supporting their career growth and well-being
• respondents advocate for innovative and flexible approaches to accommodation, urging a departure from outdated policies to address evolving employee needs effectively

Action 15: Strengthen AAFC accessibility governance and consultation structures

Outcome

• improve AAFC-wide collaboration, engagement, integration and alignment of accessibility, wellness, diversity, equity and inclusion priorities and activities

Target timeline

• 2023-24 and ongoing

Measurement

• governance committee participation and records of decision
• consultation participation data and feedback
• (new) consideration for accessibility-confident leaders

Progress to date

The department holds various governance and collaboration committees:

• monthly DEI branch collaboration committee meetings to improve collaboration across branches on DEI activities
• monthly network collaboration meetings to discuss priorities and activities with networks, and other stakeholders
• biannual DEI stakeholder meetings to consult and collaborate on DEI matters with networks and unions
• the departmental assistant deputy minister DEI co-champions meet quarterly with the Persons with Disabilities Network co-chairs to support advancing network priorities
• major accessibility, wellness and DEI projects, plans and initiatives are presented through Directors General Management Committee and the Departmental Management Committee formal departmental approval mechanism.
• AAFC's Deputy Minister participates in the DMRG for the Better Accommodations Project (see Action 4 for more information)
• HR holds a monthly Branch Liaison Committee meeting to update or request feedback from branches on upcoming DEI, wellness or accessibility projects, plans and initiatives

Other departmental opportunities for collaboration with people with disabilities:

• teams across the department are encouraged to work collaboratively with the DEI network co-chairs and/or membership, to ensure employment equity and equity-seeking groups voices are being heard. This includes presenting projects and initiatives in early stages to get feedback from the DEI networks

The procurement of goods, services and facilities

Goal

AAFC's goal is to create procurement processes that are accessible and inclusive, allowing everyone to fully participate.

We will implement and leverage procurement principles, rules, and practices with a view to advancing accessibility objectives, including speeding up approvals of assistive equipment.

Barriers related to the procurement of goods, services and facilities identified during consultations

• Procurement processes may not include accessibility considerations (including diversity of providers)
• Employees with delegated contracting authority may not be aware of the accessible procurement requirements under the act
• (amended) Delays and challenges in acquiring assistive tools, services and supports, including a lack of coordination between procurement and IDM teams
• (new) Need for communication and processes in accessing and using the newly established centralized fund for costs related to accommodations for people with disabilities
• (new) Employees express frustration with the procurement process, citing challenges such as lengthy wait times for assessments, difficulty obtaining needed equipment, and a lack of coordination between procurement and IDM teams

How will we get there

Action 16: Include accessibility considerations in procurement processes, from planning to decision

Outcomes

• all requests adequately consider accessibility and address where needed
• employees with delegated contracting authority are aware of requirements and how to apply them
• justification is provided where accessibility considerations are determined to not be required

Target timeline

• ongoing

Measurement

• procurement data
• training data
• web usage data

Progress to date

• an acquisition card was obtained by IDM this year in order to streamline the purchase of low-dollar goods related to accommodation solutions
• AAFC has developed an Accessibility for All initiative, which offers a streamlined procurement solution for common IT items (see Action 4 for more information)
• AAFC has promoted the centralized accommodations fund, which will help to streamline the procurement process (see Action 4 for more information)

Action 17: Include accessibility criteria when specifying requirements for goods, services and facilities and ensure that deliverables incorporate accessibility features, where appropriate

Outcome

• AAFC's procurement processes comply with the Accessible Canada Act

Target timeline

• ongoing

Measurement

• procurement data

Progress to date

• AAFC is considering accessibility in procurement following Public Services and Procurement Canada guidelines
• AAFC is also consulting with the Procurement team at Shared Services Canada to help support the inclusion of accessibility features in projects, such as the procurement of departmental printers

Action 18: Prioritize employee accommodation needs, including those identified through Accessibility, Accommodation and Adaptive Computer Technology (AAACT) requests and Accessibility Passport discussions

Outcomes

• requests for IT accommodation requirements are addressed on a priority basis
• managers understand and action employee accommodation needs as a priority
• procurement of accommodation requirements are addressed on a priority basis

Target timeline

• ongoing

Measurement

• service standards
• accessibility passport usage data
• central accommodation fund usage data
• AAACT usage data
• other procurement data

Progress to date

• as part of AAFC's new IT ticketing system design, Information Systems Branch is currently exploring the possibility of flagging service requests related to accommodations for urgent action. This approach ensures that persons with disabilities receive priority without identifying the individual in the ticketing system
• identified individuals within Information Systems Branch dedicated to support DTA and adaptive technology requests (see Action 4 for more information)
• from May to November 2024, 22 tickets for DTA were logged with IT Client Services. The average open time for resolution of DTA tickets is 24.9 calendar days, noting that hardware requests are approximately 16 calendar days to resolve, and software requests are approximately 32 calendar days (see Action 4 for more information)
• a centralized accommodation fund was established in April 2023 to help decrease barriers related to procurement and finances. To date the fund has invested $149,000 by supporting 136 employees with putting their accommodation solutions in place. This fund supports the purchase of adaptive technology, with 59 items purchased to date
• for all learning events, messaging includes how someone can request an accommodation including contact information
• to facilitate accommodation solutions more efficiently, IDM has obtained an acquisition card for purchasing low-dollar items

Results of our November 2023 accessibility questionnaire

• respondents indicated that AAFC should prioritize creating accessible and inclusive procurement processes, with 17% considering it a top priority and 44% rating it as a high priority
• regarding improvements in AAFC's procurement processes over the last 2 years, only 6% reported significant improvements, while 44% indicated uncertainty or preferred not to answer
• employees express frustration with the procurement process, citing challenges such as lengthy wait times for assessments, difficulty obtaining needed equipment, and a lack of coordination between procurement and IDM teams
• suggestions for improvement include providing readily available alternatives for common equipment, streamlining the procurement process, and offering more flexibility in purchasing options

The design and delivery of programs and services

Goal

AAFC's goal is to design and deliver programs and services that are accessible and inclusive, allowing everyone to fully participate. Feedback, continuous learning and improvement will be central elements of our approach.

Barriers related to the design and delivery of programs and services identified during consultations

• Persons with disabilities may be impacted, intentionally or not, by policies, program and services that do not consider their barriers and needs during development and/or implementation
• Accessibility is not always considered in the program development process

How will we get there

Action 19: Consult with and consider needs of persons with disabilities when developing new internal and external policies, programs and services

Outcome

• new policies, programs and services consider diverse needs and circumstances

Target timeline

• ongoing

Measurement

• program review

Progress to date

Various initiatives included the consultation of the Persons with Disabilities Network including:

• AAFC's manager's guide to disability management (see Action 14 for more information)
• AAFC's recruitment campaign focussing on persons with disabilities including input on messaging and materials and providing testimonials about working at AAFC
• hybrid work
• in March 2024, AAFC published its first artificial intelligence (AI) strategy. Decision-making AI projects will be developed in close consultation with the AI Ethics Committee, from inception to deployment, to ensure these systems are aligned with the principles of fairness and inclusivity. The AI Ethics Committee will be responsible for setting standards and guidelines for the use of AI, reviewing and approving AI projects and initiatives, establishing inclusion and diversity standards, and developing training programs and resources to support the inclusion of under-represented groups in the development and deployment of this technology. The committee has representatives from AAFC’s diversity, equity and inclusion networks. This collaborative approach aims to incorporate diverse perspectives and mitigate biases that may inadvertently arise during the development process. AAFC is committed to continuous improvement, regularly reviewing and updating its AI models to address emerging ethical considerations and societal concerns
• an experiment on the Microsoft co-pilot for M365 (an artificial intelligence assistant) sponsored by Information Systems Branch
• AAFC is participating in the Better Accommodations Project (see Action 4 for more information)

Note that some of these initiatives were done through the monthly DEI Network collaboration meetings where the Persons with Disabilities Network is regularly consulted on policies, program development and updates.

Accessibility has been considered in the following initiatives:

• for learning and development, all learning material is developed with accessibility in mind and WCAG standards are followed in the digital development

Results of our November 2023 accessibility questionnaire

• many respondents consider designing and delivering accessible and inclusive programs and services a high priority or top priority for AAFC, with only a small percentage indicating it as a low priority or not a priority
• however, perceptions of improvement over the last 2 years vary, with a significant portion of respondents indicating either no improvements or uncertainty about improvements in designing and delivering accessible and inclusive programs and services at AAFC
• respondents indicated that accessibility considerations are lacking in the program development process, with over one-third strongly agreeing or agreeing with this statement, while a smaller percentage disagree or strongly disagree

Action 20: Review existing internal and external policies, programs, services through an accessibility lens

Outcome

• existing policies, programs and services consider diverse needs and circumstances and are amended as required

Target timeline

• ongoing

Measurement

• program review

Progress to date

Programs throughout the department are working to ensure accessibility is considered

• AAFC's use of Gender-Based Analysis (GBA) Plus at every stage of the development or renewal of public policies, programs and services, legislation, regulations and research enables more comprehensive analyses, supports more informed evidence-based decision-making and encourages better public policy. This includes proposed initiatives that will also place emphasis on participation of under-represented groups, including official language minority communities, reflecting the various GBA Plus intersectional identity factors (for example, age, disability, geography, language, culture, income and socioeconomic status, education, sexual orientation, race, ethnicity, Indigenous identity and religion). The GBA Plus approach to AAFC's initiatives can help to enable opportunities for under-represented and marginalized groups to participate fully in the sector, while supporting broad, inclusive sector growth and the Government of Canada's quality-of-life goals
• teams across the department are encouraged to work collaboratively with the DEI network co-chairs and/or membership, to ensure employment equity and equity-seeking groups voices are being heard. This includes presenting projects and initiatives in early stages to get feedback from the DEI networks including the Persons with Disabilities Network

Action 21: Promote accessibility training and resources to those involved in design and development of policies, programs and services

Outcome

• awareness of and compliance with accessibility requirements and standards

Target timeline

• ongoing

Measurement

• training data

Progress to date

The department has promoted targeted accessibility training and resources

• AAFC has offered 2 skills labs through the Change Makers' Network which include a focus on accessibility (see Action 12 for more information). AAFC offered 2 information sessions on the Accessibility Passport to help inform programs and services (see Action 14 for more information)
• sessions on creating accessible documents and using plain language are included as part of the Administrative Recruitment and Development Program and Administrative Event Series (see Action 12 for more information)
• disability management and accommodation for managers is included as a module in AAFC’s Management Leadership and Development Program
• AAFC promotes courses offered by the Canada School of Public Service focussing on accessibility to all employees (see Action 14 for more information)
• AAFC's web communications team provides ongoing guidance and support to ensure AAFC web content is accessible to the standards (WCAG, Canadian style guide, and plain language guidelines) (see Action 12 for more information)
• AAFC's SharePoint training for employees who will be responsible for creating SharePoint pages includes reference to the accessibility starter guide. This guide is also featured on the main page of AAFC's digital learning portal (see Action 12 for more information)
• the Persons with Disabilities Network offers a presentation on inclusion of persons with disabilities at AAFC to help raise awareness of the lived experience of people with disabilities which has been presented to senior management (see Action 14 for more information)
• while AAACT training sessions have been promoted at AAFC, additional communications and awareness could be provided to subject matter experts, specifically those in HR, procurement and IT to participate in these sessions

Action 22: Deliver programs that support the participation of persons with disabilities and other equity and equity-seeking groups in the Canadian agriculture sector (for example, AgriDiversity)

Outcome

• diverse sector representation and participation

Target timeline

• ongoing

Measurement

• program usage data

Progress to date

• Food Policy for Canada included surveying various stakeholders including persons with disabilities using GBA Plus
• AAFC continues to administer the AgriDiversity Program, a five-year, up to $5-million initiative, to help under-represented groups in Canadian agriculture (youth, women, Indigenous Peoples, and Persons with Disabilities) to fully participate in the sector by helping these groups address the key issues and barriers they often face for sector participation. The program is open to not-for-profit organizations including associations in Canada, Indigenous organizations and Official Language Minority communities. The program aims to:
  • build the entrepreneurial capacity and business skills of under-represented groups
  • facilitate the sharing of industry experience, best practices and knowledge
  • enable participation of a more diverse set of industry players
• AAFC won the public sector data challenge with AgPal Chat, the Government's first public-facing generative AI chatbot. This tool helps Canada's agricultural communities and businesses enjoy vastly improved access to support services and grants, while AAFC has developed a reputation as an AI pathfinder. AgPal gathers agricultural information from government and agricultural organizations across the country in a convenient one-stop shop. AgPal offers information on topics such as:
  • financial support
  • environment and sustainability
  • young farmers and new entrants
  • business plans
  • equipment and machinery
  • human resources
  • climate change
  • mental health resources

Transportation

Goal

AAFC's goal is to offer transportation that is accessible and inclusive for individuals to accomplish their work over the course of their duties, allowing everyone to fully participate.

Barriers related to transportation identified during consultations

• (amended) Persons with disabilities may be impacted, intentionally or not, by policies, programs and services that do not consider their barriers and needs during development and/or implementation. Examples of this include:
  • lack of transportation support for employees with mobility aids, such as wheelchairs, service dogs or personal attendants for work-related travel, including local taxi access
  • lack of flexibility for persons with disabilities who rely on public transportation (such as requirements to book in advance or flexibility with time of arrival and departure)
  • challenges with limited accessible parking or location of available accessible parking

Update from 2023 consultations with people with disabilities as part of this progress report:

• input was mixed:
  • some reported that their locations were already accessible
  • others reported barriers outside of the scope (not related to accessibility, accommodation or our department)
• when asked to share a specific example of transportation that AAFC should address in regard to delivering transportation that is accessible and inclusive,
  • half of respondents said no, or no improvements because it is already accessible
  • considerations for supporting people with disabilities who travel, especially those with mobility aids including service dogs, for example flying on travel status, or needing to take a taxi to a meeting during the course of your duties

How will we get there

Action 23: Consult with and consider needs of persons with disabilities in the area of transportation

Outcome

• new and existing policies, programs and services consider diverse needs and circumstances including considerations for employees on travel status, or who need to travel as part of their official duties

Target timeline

• ongoing

Measurement

• program review

Progress to date: results of our November 2023 accessibility questionnaire

• a sizeable portion of respondents prioritize AAFC delivering transportation that is accessible and inclusive, with the majority indicating high to top priority. However, over half of respondents have not seen significant improvements in this regard over the last 2 years, with the majority preferring not to comment or feeling uncertain about the progress made
• participants suggested enhancing transportation support for employees with mobility aids, such as service dogs, for travel on duty, like flying or taking taxis
• respondents also noted considerations for challenges related to transportation accessibility, including unreliable public transportation options and limited accessible parking, particularly for persons with disabilities

Looking ahead

As we take stock of the progress made over the last year, we recognize that there is a need to continue the work to put our accessibility plan in place.

Through these results and progress to date, the Accessibility Office urges the department to explore decisive actions in enhancing support for colleagues with disabilities and fostering a truly inclusive and accessible workplace environment for all.

Aligned with the current and future developments of AAFC's accessibility plan and progress reports, and informed by the priority areas outlined in AAFC's accessibility plan, we propose a series of actions, including:

• allocating additional resources to support individuals with disabilities, including enhanced accessibility services and workplace accommodation assistance. This is crucial, as 59% of identified barriers were related to accommodation solutions, while 36% pertained to core job functions
• implementing a client-centred and trauma-informed approach to accommodation, with consistent processes aimed at simplifying access and reducing delays, reinforced by effective communication strategies
• cultivating accessibility-confident leadership, which goes beyond simply removing barriers, fostering a culture shift toward embracing an accessibility mindset across all organizational activities. From the decisions we make, the actions we take and the conversations we have, we have opportunities to create inclusion and accessibility in all things we do

The Accessibility Office is committed to promoting an accessible and inclusive department. We seek commitment toward treating everyone with respect, dignity and equity across all levels of the organization, integrating an accessibility lens into every aspect of our business practices as well as embracing the social model of disability in our organization’s activities.