Agriculture and Agri-Food Canada’s Accessibility Plan 2022 to 2025

Original Interim Accessibility Plan published September 2021; updated October 2023

Canada's Best 2021 Diversity Employer, as selected by MediaCorp

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

We will work hard to put this plan in place in a way that respects the principles of the Accessible Canada Act:

• dignity
• equal opportunities
• access without barriers
• meaningful options
• involving people with disabilities in the development and design of our policies, programs, services and structures
• recognizing that people can be excluded and discriminated against for more than one reason at the same time (intersectionality)
• achieving the highest level of accessibility

Together, AAFC employees from all levels of the department are working to implement this accessibility plan across the areas of accessibility outlined in the Accessible Canada Act.

This accessibility plan is our formal pledge to everyone we employ and everyone we serve that our department is committed to creating accessible environments, services and experiences where everyone can belong, and everyone feels valued and respected.

Contact us

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
• 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.

How to contact us

For more information, to provide feedback, or to request an alternative format of this Plan, the 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. Braille and audio formats we will send within 45 days.

Our commitment to accessibility

Message from the Deputy Minister

Chris Forbes
Deputy Minister
2017-2023

Note: Originally published in the Interim Accessibility Plan September 7, 2021

I am proud to introduce our first accessibility plan based on the Accessible Canada Act, which came into force in 2019. This is an interim 3 year accessibility plan pending the publication of the final Accessible Canada Regulations in the Canada Gazette and the issuance of accessibility plan guidelines for federal organizations.

This plan presents our expected results, priority areas and the steps we will take in collaboration with persons with disabilities to proactively identify, remove, and prevent barriers in the workplace and also in our policies, programs and services. I take great pride in the work we do at Agriculture and Agri-Food Canada (AAFC) and how we work together to deliver on our mandate. Collectively, we must work together to create a respectful and inclusive workplace culture at all levels where everyone is empowered and supported to achieve their full potential.

In the past year, the senior management team and I met with the Department's Diversity and Inclusion Networks, including the Persons with Disabilities Network, to discuss issues of systemic harassment, discrimination and barriers to equity and inclusion. It is clear that many employees have experienced both interpersonal and systemic discrimination. The effects of this discrimination are very real. They can limit employees' contributions to the Department, affect their career and cause significant personal pain. We heard that our recruitment, career progression and retention practices can sometimes serve as barriers to increasing representation and creating a more diverse and inclusive workplace. We also heard how the lack of centralized support for accessibility and accommodation issues has impacted employees, suggesting that there is more to do in this area and that there is a need to reduce systemic barriers so employees with disabilities can achieve their full potential.

As outlined in this plan, the senior management team and I are committed to:

• Educating and providing accessibility learning and development opportunities and mandatory training (where applicable) to employees at all levels and across all areas of expertise, in order to build an equitable workplace culture where everyone is empowered and supported to achieve their full potential
• Increasing the representation of persons with disabilities by supporting the Public Service Commission's commitment under the Accessibility Strategy to hire 5,000 new persons with disabilities by 2025, by hiring 355 employees at AAFC, including through targeted hiring initiatives and the use of public-service-wide inventories of public-service-wide inventories
• Establishing a centralized fund for all accommodation requests and strengthening governance for disability management and workplace wellness programs, with a view to providing seamless, timely and integrated accommodation solutions with standardized and simplified processes
• Transforming the accessibility project office into a "centre of excellence" that will serve as a hub for all accessibility related activities and provide leadership and cohesion to departmental efforts to achieve accessibility objectives
• Building our capacity and capability, as we become more digital, to consider accessibility from the start so that information and communications technology products, services and digital content are usable by all, regardless of ability or disability
• Reviewing our policies, programs and service models to ensure they are accessible and inclusive

I invite you all to join me in our continuous efforts to make AAFC an inclusive, diverse and accessible workplace where our colleagues with disabilities have an equal opportunity to succeed and contribute to the growth and development of a diverse, competitive, innovative and sustainable agriculture and agri-food sector.

Message from the Persons with Disabilities Network

Pamela Warburton (left) and
Katherine Whybourne (right)
Co-Chairs of the Persons with
Disabilities Network

Note: Originally published in the Interim Accessibility Plan September 7, 2021.

Disability comes in many different forms; it does not discriminate against color, age, race or creed. There are currently more than 1 billion persons with disabilities in the world and that number is projected to increase with an aging population and the prevalence of chronic diseases. Limitations from disability are not always physical, but include sensory, cognitive, and mental health related impairments that can be recurrent, fluctuating, continuous or progressive.

In Canada, the occurrence of disability is more common than one may realize. In fact, according to the Canadian Survey on Disability conducted by Statistics Canada in 2017, over 1 in 5 (22%), or roughly 6.2 million, Canadians have at least one disability. Often overlooked are hidden or non-visible disabilities, which encompass over 70% of disabilities.

Persons with disabilities, despite being a large and educated community, are significantly underrepresented in the Canadian workforce. They face a 20% to 60% greater chance of being unemployed, with unemployment rates increasing when the disability is more severe and/or continuous.

For those fortunate enough to obtain employment, employment barriers (physical, administrative, institutional, technological, and attitudinal) result in significantly lower promotion and retention rates, including employment within the federal government.

However, there are many benefits to accessibility and disability inclusion. For example, it is estimated that increases in output and productivity associated with a higher level of labour force participation and associated earnings of persons with disabilities could raise Canada's gross domestic product (GDP) by up to 3.2%.

Accessibility is a human right. It is about removing barriers and creating environments that everyone can access. That means spaces that meet the needs of everyone; inclusive technologies like screen readers and closed captioning; hiring practices that focus on understanding a person's ability and that give everyone an opportunity to participate and contribute; inclusive documents and content; and creating inclusive and flexible policies, programs and services.

We are thrilled to have our first accessibility plan, which is based on the 7 key areas that have been prioritized by the Accessible Canada Act for improvement. We are also encouraged by the establishment of a centre of excellence to coordinate improvements for accessibility.

If you are a person with a disability, whether it is visible or non-visible, you do not have to walk alone. We invite you to join us in the journey of transforming our workplace culture, policies and programs towards an accessibility-first mindset. The Persons with Disabilities Network We can be reached at the following email address with any inquiries you may have: aafc.pwdn-rph.aac@agr.gc.ca. You may also use the feedback process described in this plan to provide the department with your feedback on any barriers you have experienced dealing with our organization, or on the implementation of this plan.

The future is accessible!

Understanding the Accessible Canada Act

The Accessible Canada Act is a federal law that came into effect on July 11, 2019. Its goal is to create a Canada without barriers by 2040. It applies to organizations under federal responsibility, including AAFC, and establishes what organizations must do, like

• preparing and publishing accessibility plans
• establishing feedback processes
• and developing progress reports.

The Accessible Canada Regulations, which came into effect on December 13, 2021, make rules about how and when federal organizations have to do these things.

Recognizing that people are not disabled by their conditions, but instead by environments that are not accessible, not enabling and not welcoming, the Accessible Canada Act defines the following:

• Disability means any impairments or functional limitations that, when combined with barriers, prevent people from fully and equally participating in society. Disabilities can be visible or invisible. Disabilities can be temporary or permanent. They can also be episodic, which means they change over time. People can be born with disabilities or develop disabilities when they get sick or injured.
• Barriers are things that prevent people with disabilities from fully and equally participating in society. The Accessible Canada Act defines barrier as anything physical, architectural, technological or attitudinal, anything that is based on information or communications or anything that is the result of a policy or a practice.

The act aims to identify, remove and prevent barriers facing people with disabilities in the following 7 key areas:

1. Employment
2. The built environment (physical spaces)
3. Information and communication technologies
4. Communication, other than information and communication technologies
5. The procurement of goods, services and facilities (buying and renting things and places)
6. The design and delivery of programs and services
7. Transportation

The act is also guided by "Nothing Without Us", which means that persons with disabilities are involved in the design and implementation of laws, policies and programs that impact them. In keeping with this, AAFC works with persons with disabilities to better understand the full diversity of the community and their varied workplace challenges and needs.

The Accessible Canada Act created Accessibility Standards Canada with the main purpose of developing and revising accessibility standards. Four standards are currently being developed in the priority areas of employment, plain language, emergency egress (exit) and outdoor spaces.

To support the act, the government created the Office of the Public Service Accessibility (OPSA) within the Treasury Board Secretariat. OPSA developed Nothing without us: An accessibility strategy for the public service of Canada as a roadmap to prepare the public service in the development of their own plans to identify and eliminate barriers.

Building on our strengths

AAFC is committed to being an employer of choice: a workplace where everyone has opportunity to reach their full potential and contribute to priorities and where diverse perspectives are brought to decision making.

As there can be no effective and lasting cultural change without dedicated senior leadership, the Department's leadership team has engaged with all the employee networks, including the Persons with Disabilities Network, and created a table with a variety of voices for focused horizontal discussions on barriers to diversity and inclusion.

We have made efforts to improve accessibility in AAFC workplaces, moving from a reactive and sometimes uncoordinated approach to a more collaborative and ingrained effort.

We are

• reviewing and changing our hiring, promotion and other human resource practices to ensure they are fair and free of bias
• creating safe spaces for employees and managers to learn and better understand the experiences of their colleagues
• making efforts to ensure our programs are accessible to groups that have traditionally had less access

While we have made good progress, there is much more to be done.

• 16% of AAFC persons with disabilities who self-identified in the 2020 Public Service Employee Survey (PSES) reported having experienced discrimination in the previous year, compared to 6% for the department overall
• Persons with disabilities are also more likely than the departmental average to identify that accessibility and accommodation issues have impacted their career progression
• AAFC exceeds labour market availability in our employment of racialized persons and women, but Indigenous Peoples and, in particular, persons with disabilities remain underrepresented

The department has 5 diversity, equity and inclusion networks, championed by senior managers and chaired by employee volunteers:

• Persons with Disabilities Network
• Visible Minorities Network
• Indigenous Network Circle
• Gender and Sexual Diversity Inclusion Network
• Women in Science, Technology, Engineering and Mathematics Network

Collectively, these networks work to address issues and barriers for their respective equity and equity-seeking groups and advocate for inclusive workplaces. They also support departmental initiatives through consultations at the development and implementation stages.

AAFC's diversity, equity and inclusion networks provide opportunities for all employees to engage in raising awareness, sharing ideas and contributing to improvements.

AAFC will continue to collaborate with the Office of Public Accessibility, Employment and Social Development Canada, Public Services and Procurement Canada and others (including Statistics Canada) to develop and apply Government-wide accessibility standards, programs and performance measures.

The COVID-19 pandemic presented unique challenges for persons with disabilities, but it also normalized alternate work arrangements, supported accommodation and inclusion, and improved awareness of mental health in the workplace. As we follow a hybrid work model, we will continue to engage persons with disabilities and other stakeholders to ensure that the department's workplaces are accessible and meet evolving employee needs.

Consultations

Consulting for the plan

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 alignment with the "Nothing Without Us" principle, consultations began with the co-chairs of the Persons with Disabilities Network in November 2020. This allowed the network to acknowledge concerns and to identify the most relevant priority areas for the plan. With the collected input, an evergreen action plan was developed for broader initial consultation, which took place with persons with disabilities, other diversity and inclusion networks, branches, regions and governance and management committees within the Department. Consultations at all levels were conducted to engage candidly with each other about accessibility within our organization. During the consultations, we raised departmental awareness on the Accessible Canada Act, identifying concerns, barriers, and potential solutions before finalizing the priority areas for the Department.

The consultations led to the development of a guide to consultations which included providing a context, key considerations and questions for each of the priority areas. These materials facilitated the engagement of persons with disabilities and stakeholders across the Department in identifying the initiatives for the plan. A total of 8 engagement sessions were conducted, and virtual meetings were held with persons with disabilities, the Director Generals Committee on Accessibility and the Departmental Management Committee to obtain feedback on the draft commitments.

Members of the Persons with Disabilities Network were engaged, and broad departmental consultations were held to collect feedback on the draft interim plan prior to the final review and approval by AAFC governance committees.

The result of this consultation process was a draft Interim Accessibility Plan in August 2021, which was developed pending the Accessible Canada Regulations. As part of the consultation with leadership, it was:

• shared with AAFC's Director General Management Committee on September 2, 2021
• presented to AAFC's Departmental Management Committee on September 7, 2021

The Interim Accessibility Plan set out the department's proposed accessibility approach and commitments, which are the basis of this final plan.

AAFC's Accessibility Plan was updated to reflect the information provided by the Canadian Human Rights Commission on June 14, 2023. This was done to make sure our accessibility plan meets the requirements of the Accessible Canada Act and regulations. Consultations with the Persons with Disabilities Network were conducted between October and November 2023. In addition, a consultation questionnaire was sent out in November 2023 with department-wide communications in various formats, including through the Persons with Disabilities Network.

What we heard

During these consultations, participants shared thoughtful feedback. We heard the importance of various factors, including the following:

• AAFC's recruitment, career progression and retention practices can sometimes serve as barriers to a representative, diverse and inclusive workplace
• there is a need for more awareness, support and accountability for systemic harassment and discrimination, including for those with disabilities and/or those requiring workplace accommodations
• workplace accommodation services, resources and funds should be centralized in the department and supported by consistent processes to streamline and simplify access and reduce procurement delays
• delays in accommodations, including procurement of assistive items, hardware and software, can impact persons with disabilities at each stage of the employee lifecycle (recruitment, onboarding, development, retention and separation)
• there is a need for more training and information about accessibility, workplace accommodations, inclusion and barriers faced by persons with disabilities
• supervisors and managers may be inexperienced with accommodations, may not understand their responsibilities, may not be aware of options or process, or may not understand the long-term benefits of accommodation relative to cost (for example, productivity and effectiveness achieved as a result of appropriate accommodation-related investments); training on how to handle disability and accommodations is needed to improve outcomes for all involved
• there is no "one size fits all" approach to accessibility and workplace accommodation: as individual needs vary, so must solutions

The areas of our accessibility plan

Based on the priority areas of the Accessible Canada Act, we have identified the following priorities and commitments to work towards achieving our expected results. They represent our collective strategy to create a culture of accessibility and strengthen diversity and inclusion within our department and the agriculture and agri-food sector.

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

This plan is aligned with the strategic objectives and supporting actions of AAFC's 2022 to 2025 Diversity, Equity and Inclusion Strategy, which focuses on

• increasing representation and belonging
• creating inclusive and accessible workplaces
• enhancing accountability and monitoring

We have organized the following planned actions according to the 7 areas of accessibility outlined in the Accessible Canada Act.

1. 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

• persons with disabilities continue to be under-represented across AAFC occupational groups and levels and may not have equal opportunities for career development
• persons with disabilities may be unaware of, or have difficulty accessing, workplace supports accommodations.
• workplace accommodation processes can be confusing, inefficient and time consuming

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

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 assignment 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 questions

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 the AAFC 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

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 persons 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

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

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

Outcomes

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

Target timeline

• 2025

Measurement

• Government of Canada Workplace Accessibility Passport usage and training data
• Other employee and manager feedback

2. 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

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

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

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 Questions

3. Information and communication technologies

Goal

AAFC's goal is to create materials, digital content and communication technologies (ICT) 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 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

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 participate 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

• 2022 PSES Questions
• employee feedback

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

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

Outcomes

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

Target timeline

• 2022-23 and ongoing (updated as required)

Measurement

• user feedback
• review of web content

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

Outcomes

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

Target timeline

• ongoing

Measurement

• training data
• review of training materials

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

Outcomes

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

Target timeline

• ongoing

Measurement

• consultation feedback

4. 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

How will we get there

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

Outcomes

• regular communications about accessibility, requirements and progress

Target timeline

• ongoing

Measurement

• communications (such as news@work messages)

Action 15: Strengthen AAFC accessibility governance and consultation structures

Outcomes

• 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

5. 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
• employees with delegated contracting authority may not be aware of the accessible procurement requirements under the act
• there can be delays or in acquiring assistive tools, services and supports

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

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

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

6. 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

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

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

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

7. 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

• No barriers related to transportation were identified during consultations. However, as we have a role to proactively prevent any barriers, we would like to consider the following potential barrier:
• 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

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

Target timeline

• ongoing

Measurement

• program review

Looking ahead

As we put our accessibility plan in place, we will prepare regular progress reports as part of our obligations under the Accessible Canada Act and the Accessible Canada Regulations.

To do that, we will

• 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
• report on this progress

As we have done to develop this plan, we will consult people with disabilities to help us prepare our progress reports. The reports will reflect the information we receive through our feedback process and how we considered it.