Annual Progress Report on Accessibility at Fisheries and Oceans Canada 2024

On this page

• General
• Progress on accessibility: Ten priorities
• Consultations
• Feedback
• Conclusions and look ahead

General

Executive summary

This report, prepared in accordance with the Accessible Canada Act, reports on progress towards the goals outlined in the Fisheries and Oceans Canada’s (DFO) Accessibility Action Plan.

Since our First Annual Progress Report on Accessibility 2023, we have continued to work in collaboration with employees across the organization, most especially with those with lived experience of disability who are key partners in making progress on accessibility. In accordance with the Accessible Canada Act, persons with disabilities were consulted in the preparation of this report.

Key achievements to further the objectives set forth in the Accessibility Action Plan are:

• accessibility governance is active, engaged, and taking accountability for progress in the priority areas of the plan
• proactive barriers assessments of programs and services, employment, information and communications technologies, communications products, and the built environment are underway to identify barriers
• employees and managers remain engaged, and data from our annual DFO Accessibility Questionnaire shows that awareness of disability and confidence in providing accessible programs and services have improved
• representation gaps are narrowing slowly, and we need to do more to prioritize hiring of persons with disabilities (PwD) and ensure that employees feel safe to self-identify
• the importance of timely and suitable accommodations is recognized and we will amend current and future accessibility action plans to include accommodation as a separate priority area

This year, the feedback we received through our feedback process has increased by approximately 50%.

Common feedback themes included:

• workplace accommodation measures
• accessibility of the physical environment
• the effect of the new direction on presence in the workplace on PwD
• fear of self-disclosure
• requests for advice on creating accessible products

Details about the feedback received, including the types of barriers reported, and how the department is taking the feedback into consideration can be found in the feedback section of this report.

About this report

This report is our second annual report on progress made by Fisheries and Oceans Canada (DFO), including the Canadian Coast Guard, towards achieving the goals outlined in our Accessibility Action Plan. This report covers the period from September 2023 to September 2024.

We developed our plan in accordance with the Accessible Canada Act (ACA) to identify, remove, and prevent barriers to accessibility in 7 priority areas:

• employment
• built environment
• information and communication technologies (ICT)
• communication, other than ICT
• procurement of goods, services, and facilities
• design and delivery of programs and services
• transportation

These priority areas are referred to as the “pillars” of the plan throughout this report.

This report also highlights work which DFO has undertaken over the past year to improve accessibility in the areas of:

• culture
• governance
• accommodation

In the past year, we made progress towards the goals of our Accessibility Action Plan, and successfully implemented many of the next steps detailed in our First Annual Progress Report on Accessibility 2023, thanks to the work of:

• our network of employees with disabilities
• our departmental executive Champion for Accessibility
• sectors accountable for the priority areas under the plan
• employees across the department

How to provide feedback

The Director General of Workforce Development and Inclusion is designated to receive feedback on behalf of DFO and the Canadian Coast Guard. The DFO Accessibility Secretariat tracks all feedback and responds to all non-anonymous accessibility-related concerns and feedback.

Feedback on barriers encountered at DFO, the Accessibility Action Plan 2022-2025, or any annual report on accessibility at Fisheries and Oceans Canada can be shared in the following ways:

• DFO.AccessibilitySecretariat-SecretariatdelAccessibilite.MPO@dfo-mpo.gc.ca
• accessibility feedback form
• toll-free: 1-866-266-6603 (8 am to 8 pm EST), Monday to Friday excluding statutory holidays
• video relay service (American Sign Language [ASL] or langue des signes québécoise [LSQ])
• teletypewriter (TTY) at: 1-800-465-7735
• mail:
  Accessibility Secretariat
  Fisheries and Oceans Canada
  200 Kent Street
  6th Floor
  Ottawa ON  K1A 0E6

Alternate formats

You can request an alternate version of our progress reports, Accessibility Action Plan, or our feedback process by email at DFO.Publications.MPO@dfo-mpo.gc.ca or telephone at 613-993-0999.

Formats available:

• print
• large print (larger and clearer font)
• braille (a system of raised dots that people who are blind or who have low vision can read with their fingers)
• audio (a recording of someone reading the text aloud)
• electronic formats that are compatible with adaptive technology

Message from the champion

Thank you for reading this report. By asking simple, thoughtful questions, you help us learn and share the responsibility of making work accessible for everyone in our DFO-CCG community. Accessibility means being able to do our jobs with as few obstacles as possible, and it’s essential to our identity as public servants. It matters that we understand the disability challenges our colleagues face when serving Canadians, and the challenges Canadians with disabilities might face when receiving services from DFO.

Accessibility is about human rights, but in our DFO-CCG community, it goes deeper. It’s about the dignity, independence, and agency of our colleagues who deal with physical and cognitive challenges at work. If we truly value their work and want an ethical and inclusive public service, the data and analysis provided in this second annual report needs to inform our ongoing conversation and common goals.

There’s still a lot to do, but we’re making progress in raising awareness, offering leadership, and providing tangible support to persons with disabilities. The hard work of the Accessibility Secretariat and Accessibility Network, working alongside other equity initiatives and groups at DFO, continues to be crucial. We’re gradually achieving the goals of the Accessibility Action Plan 2022-25. Putting accommodations measures in place for colleagues with disabilities is becoming more efficient, improving job satisfaction for everyone. We’re learning that a shared work environment, where everyone is valued and brings their unique strengths and challenges, makes us all better.

So please keep reading, discussing, asking questions, and contributing. Thank you.

Jeffrey Smith,
Inspection Director, Vessel Procurement, Canadian Coast Guard
Executive Champion for Accessibility at DFO

Persons with disabilities at DFO

Representation

At the end of fiscal year 2023 to 2024, 7.3% of employees at DFO self-identified as having one or more disabilities, as compared to a workforce availability* of 8.4%.

Figure 1 - Text version

Number of employees who self-identified as persons with disabilities:

• on March 31, 2021: 863
• on March 31, 2022: 931
• on March 31, 2023: 1,041
• on March 31, 2024: 1,093
• workforce availability* on March 31, 2024: 1,259

*Workforce availability is the number of PwD who would be employed at DFO if the rate of employment matched how many PwD are available in the general Canadian workforce.

Employee engagement through the Accessibility Network

The DFO Accessibility Network consists of 133 employees with disabilities and allies, and provides an environment for employees to discuss issues of inclusion. Membership in the network has increased by approximately 55% in the past year.

The Accessibility Network:

• works to promote awareness and inclusion, such as through accessibility promotion events connected with National AccessAbility Week
• is consulted on accessibility issues at DFO, for example to ensure that accessibility content on our intranet reflects their lived experience, or to evaluate software applications
• is represented in accessibility governance committees by the network chair
• raises issues on behalf of members with senior management and the departmental Executive Champion for Accessibility

Well-being of DFO employees with disabilities

Employees with disabilities are three times more likely to report that they have experienced discrimination than DFO employees as a whole, and more likely than other employment equity or equity-seeking groups to report discrimination (data from Public Service Employment Survey 2022).

Employees reporting discrimination:

• DFO population: 6%
• DFO employees with disabilities: 18%
• DFO racialized employees: 10%
• DFO Indigenous employees: 13%
• DFO women: 8%
• DFO 2SLGBTQIA+ employees: 12%

Progress on accessibility: Ten priorities

This section of the report reviews the progress made towards the 10 priority areas outlined in DFO's Accessibility Action Plan. It provides data comparison, updates on the activities and advancements made within each priority, highlighting key achievements and ongoing initiatives.

Governance

Major accomplishments

• Creation of the Accessibility Advocates Network with representation from all sectors and regions within DFO to support the assessment of accessibility in programs and services and further progress on accessibility
• Creation of the Accessibility Pillar Leads Committee to ensure accountability and provide subject matter expertise related to the priority areas identified in the Accessible Canada Act, referred to in this report as “pillars” of our Accessibility Action Plan
• Establishment of a new departmental champion under a new arrangement where executive champions with lived experience advocate for diversity and inclusion communities within DFO, including persons with disabilities, racialized employees, women+, Indigenous employees, and 2SLGBTQIA+ employees
• Launch of the second annual DFO Accessibility Questionnaire to assess accessibility awareness and confidence among DFO staff

Culture

Key Performance Indicators (KPIs): Snapshot of 2024

Self-identification

• All employees are invited to self-identify for statistical purposes but 46% of employees who said they had disabilities when answering the 2024 DFO Accessibility Questionnaire said they had not self-identified, an improvement over last year when 56% had not self-identified
• In 2024, 39% of employees with disabilities answering the DFO Accessibility Questionnaire said they didn’t self-identify because they were concerned it would harm their career, as compared to 56% in 2023

Figure 2 - Text version

Rate of self-identification:

• 2023: 44%
• 2024: 54%

Stigma

There is a greater recognition of stigma associated with disability in 2024 than there was in 2023, both by person with disabilities and persons without disabilities.

Figure 3 - Text version

Perceptions of employees about stigma associated with disability

Year	Employees with disabilities	Employees without disabilities
2023	42%	18%
2024	55%	34%

Overall, the results this year show improvement in that employees seem to be more comfortable self-identifying. Increases in the number of people who say that there is stigma associated with disability, especially the larger increase among employees without disabilities, suggests that unconscious bias is becoming conscious. More awareness is a step towards better actions.

Major accomplishments

• Development of a communications campaign to promote self-identification (ID) which includes a dedicated intranet page to dispel myths about self-ID for PwD and continue improving rates of self-identification by PwD
• Training on inclusion and barriers to accessibility became mandatory last year, achieving a completion rate of approximately 75% among shore-based employees (data for seagoing personnel is not currently available)
• Creation of a new category for excellence in accessibility to be awarded as part of the Prix d'Excellence, recognizing DFO employees who exhibit exceptional behaviour and achievement beyond normal expectations
• Publishing and promotion of a guide to neurodiversity to help managers and supervisors understand and support neurodivergent employees
• We held a successful International Persons with Disabilities event in collaboration with the Canada School of the Public Service, with over 5,300 attendees; highlights include Rick Hansen as keynote speaker and a panel discussion on apparent and non-apparent disabilities led by Deputy Minister Champion for Employees with Disabilities Tina Namiesniowski. The IDPD event aimed to raise awareness, promote inclusivity, and advocate for the rights and well-being of Persons with Disabilities across Canada.

Employment

KPIs: Snapshot of 2024

Awareness about accessibility in employment

Awareness of accessibility in employment has increased among DFO employees and managers.

Figure 4 - Text version

Percentage of employees who report being aware of accessibility considerations in employment:

• 2023: 48%
• 2024: 62%

Hiring of PwD

• The gap between the representation of persons with disabilities at DFO and the workforce availability has decreased but remains at 132 individuals as of March 31, 2024
• The hiring of persons with disabilities (PwD) at DFO has increased over the past year, but there is no clear trend or consistent progress over the past five years

Figure 5 - Text version

Gap* between the number of PwD who are employed at DFO and the number who should be employed if the DFO workforce matched the Canadian workforce:

• March 31, 2021: -213
• March 31, 2022: -187
• March 31, 2023: -159
• March 31, 2024: -132

* a negative number means that there should be more PwD employed at DFO.

Figure 6 - Text version

Proportion of hires who are persons with disabilities

• year ending March 31, 2021: 6.5%
• year ending March 31, 2022: 2.5%
• year ending March 31, 2023: 4.3%
• year ending March 31, 2024: 6.2%

Promotion of PwD

Persons with disabilities are being promoted at a rate similar to other DFO employees, but the rate shows no particular trend.

Figure 7 - Text version

Difference* between the promotion rate of PwD and the promotion rate of the DFO workforce:

• year ending March 31, 2021: -0.8%
• year ending March 31, 2022: 0.2%
• year ending March 31, 2023: -2.0%
• year ending March 31, 2024: -2.1%

* a negative number means that the rate of promotion is lower for PwD than for other employees.

Overall, we saw an increased rate of hiring of PwD this year which, along with a retention rate for PwD which was unchanged, contributed to closing the representation gap. The promotion rate was, essentially, unchanged, but still shows that PwD are less likely to be promoted than other employees, indicating that more attention needs to be paid to career development for PwD.

Major accomplishments

• Completion of mandatory training on inclusive hiring practices by over 4000 supervisors, managers, executives, and staffing advisors
• Movement towards an approach where Employment Equity (EE) appointments, including for PwD, are made on a priority basis by requiring ADM-level review and approval of staffing actions through the implementation of the direction for Refocusing Government Spending to Deliver for Canadians
• Widespread conversation across senior management committees on strategies to address representation gaps
• Development of a student recruitment strategy which directs hiring managers to prioritize the recruitment of EE students by mandating that the first request from Federal Student Work Experience Program (FSWEP) and co-op for persons with disabilities, visible minorities, and/or Indigenous students
• Participation in the Specific Name Referral pilot project in which students can be pulled by name through the FSWEP directory based on self-declaration as a member of an equity seeking group
• Introduction of a bias and barriers checklist and attestation to educate hiring managers, identify potential biases and barriers to EE candidates participating in the staffing process, and eliminate or mitigate them
• Launch of various initiatives focused on attracting qualified EE talent for consideration and prioritized referral, including: All Hands on Science (BI,PC,EC,EG and PM positions), All Hands on Deck (various CCG positions), and a National Talent Bank (open to all positions of interest)
• Launch of a talent development framework which supports leaders in prioritizing Employment Equity, Diversity, and Inclusion (EEDI) candidates in talent conversations throughout the non-executive ranks
• Strengthening of external partnerships with various EE support groups, networks, resources centers, and community groups to build alliances and support recruitment of equity seeking members
• Support for EE applicants through hosting information sessions such as Career Opportunities at DFO and How to Apply to the Federal Public Service
• Implementation of initiatives to increase diversity of assessment boards
• Active participation in various job fairs and recruitment events for persons who’ve self-declared with a disability, for example the Spectrum Works recruitment event and Spring Accessibility Career Fair
• Creation of a variety of learning opportunities to ensure staffing advisors are prepared to support managers in inclusive hiring practices that will allow for the hiring of more EE candidates, including PwD
• Initiation of a proactive barriers assessment of employment practices in fall of 2024

Next steps

Assessment of accessibility of employment practices planned for fall of 2024.

Built environment

KPIs: Snapshot of 2024

Awareness of accessibility in the built environment

Awareness of accessibility in the built environment has increased among DFO employees and managers.

Figure 8 - Text version

Percentage of employees who report being aware of accessibility considerations in the built environment:

• 2023: 60%
• 2024: 73%

Progress on the goals of the plan

• 8.7% of DFO staffed buildings have had an accessibility audit
• 2.9% have had an accessibility audit within the past 5 years

Barriers reported related to the built environment

• 40% of the reported workplace barriers this past year were related to a physical barrier, as compared to 29% last year
• More barriers were reported related to the built environment than for any other category
• See the feedback section for details of the types of issues reported

Overall, accessibility of the built environment continues to be a challenge at DFO. While significant effort is being invested, the timeline for improvements to the built environment are long and we expect that year over year progress will be small.

Major accomplishments

• Conducted an accessibility assessment of the built environment including 341 staffed facilities to evaluate the current state of accessibility, identify gaps, and determine areas for improvement
• Conducted an accessibility assessment of 1042 non-staffed assets, completed October 2024
• Accommodated employees on a case-by-case basis with respect to their physical surroundings including assigned seating, braille kitchenette appliances, strobe light systems, designated low-light work points, and enclosed workspaces
• CCG commissioned a report assessing the design of Canada’s new fleet of Multi-Purpose Vessels (MPVs) through the lens of disability, body size and strength, gender and sexual diversity, ethnicity and race, religion, and primary language. A detailed review of ship design plans, crew experiences, and policies and processes that can constrain or support efforts to build equity and inclusion onboard Canada’s MPVs was included

Next steps

• Train Real Property specialists about accessibility in the built environment and track completion of the training
• Analyze the collected data from the accessibility assessments of the custodial facilities (facilities that DFO owns and is responsible for), develop priorities and strategies, and plan for future investment in the accessibility of our facilities
• Assist in the implementation of the poster campaign across the regions for inclusivity in washrooms

Information and communication technologies (ICT)

KPIs: Snapshot of 2024

Awareness of accessibility in information and communication technologies

Awareness of accessibility in information and communication technologies (ICT) has increased among DFO employees and managers.

Figure 9 - Text version

Percentage of employees who report being aware of accessibility considerations in ICT:

• 2023: 41%
• 2024: 56%

Progress on the goals of the plan

• 13 products reviewed with 59 testers who are people with disabilities
• 4 products reviewed for compliance with accessibility standards set out in Web Content Accessibility Guidelines (WCAG level 2.1 AA)
• 5 products adopted the new Government of Canada Design System, built with accessibility principles by default

Barriers reported related to ICT

• 14% of the reported workplace barriers this past year were related to ICT, as compared to 13% last year
• See the feedback section for details of the types of issues reported

Uptake of Accessibility, Accommodation and Adaptive Computer Technology (AAACT) program

• 22 PwD received accommodations in partnership with the AAACT program as compared to 11 last year
• Additionally, AAACT provided 26 general information sessions and 5 consultation sessions regarding accessible mobile devices

While fewer barriers in ICT were reported this year, overall, awareness and uptake of services of accessibility in ICT has increased, likely as a result of mandatory training and promotion of accessibility.

Major accomplishments

• Created a Digital Accessibility Centre of Excellence to review DFO’s digital applications
• Implemented an approach to make sure digital products are accessible involving 3 different aspects (meeting standards, usability, and accessible design):
  • tested 4 existing products to ensure they meet accessibility standards (WCAG 2.1 AA )
  • contracted with Fable, a Canadian service where people with disabilities, who use different assistive technologies, test and give feedback on how easy apps are to use; 13 existing applications were assessed during the reporting period
  • implemented a pilot program to adopt the Government of Canada Design System which ensures that new applications are accessible from the start
• Organized a webinar about Digital Accessibility with 220 participants in May 2024 that included content about different types of assistive technologies used by people with disabilities

Next steps

• Continue to collaborate on the shared responsibility for accessibility of documents
• Continue testing of digital products with people living with disabilities using Fable
• Continue inclusion of accessibility testing as part of quality control
• Continue offering training and support in accessibility to our internal product teams

Communication (other than information and communication technologies)

KPIs: Snapshot of 2024

Awareness of accessibility in communications

Awareness of accessibility in communications has increased among DFO employees and managers.

Figure 10 - Text version

Percentage of employees who report being aware of accessibility considerations in communications:

• 2023: 45%
• 2024: 71%

Reducing stigma

44 messages were published in In the Loop, an internal employee communication product, to dispel stigma and raise awareness about disability, as compared to 35 last year.

Accessibility of websites

25% of websites managed by DFO/CCG have been audited against Web Content Accessibility Guidelines (WCAG) 2.1 AA.

Barriers reported related to communications

• 17% of the reported workplace barriers this past year were related to communications, as compared to 5% last year
• See the feedback section for details of the types of issues reported

Overall, awareness of accessibility in communications increased significantly this year, likely because of mandatory training on creating accessible documents and the number of messages about accessibility shared with employees. This likely also contributed to the increase in reports of barriers as employees became more aware of expectations regarding communications.

Major accomplishments

• Created departmental accessibility checklists to assist employees in producing accessible documents, webpages, and events
• Updated departmental templates to ensure they promote accessibility
• Added best practices and resources for creating accessible documents to our Accessibility Secretariat’s intranet webpage for employees and managers
• Promoted accessibility awareness during National AccessAbility Week
• Continued to assess communication products against the W3C guidelines for web products, plain language standards as outlined in the Canadian Style Guide, and the new ICT standard from Accessibility Standards Canada

Next steps

• A review of GC Forms is underway to prepare to transition some departmental forms onto this platform, which is more accessible than our current offerings (PDFs)
• Continued collaboration on the shared responsibility for accessibility of documents
• Continue carrying out audit plan for DFO national Internet pages

Procurement of goods, services, and facilities

KPIs: Snapshot of 2024

Awareness of accessibility in the procurement of goods, services, and facilities

1095 employees at DFO participated in training sessions on incorporating accessibility considerations into procurement documents.

Barriers reported related to procurement

None of the reported workplace barriers this past year were related to procurement, as was the case last year.

In general, most employees are not directly affected by procurement so we did not receive any reports of barriers in this area. More effort would be required to obtain feedback from suppliers who would be affected by our procurement processes.

Major accomplishments

• Creation of a procurement intake form which must be included in every procurement file to provide a record of consideration for accessibility
• Enhancement of the Contract Planning and Approval Authority (CPAA) document for Contracting Officers to incorporate comprehensive accessibility requirements into DFO Procurement Services
• Launch of an accessibility toolkit to support staff in obtaining accessible procurement tools and provide information on assessing products and services for accessibility
• Development and delivery of training sessions focusing on accessibility in procurement for all DFO staff

Next steps

Develop method for auditing procurement files to ensure that a record of consideration for accessibility was included and report on the compliance as a KPI.

Design and delivery of programs and services

KPIs: Snapshot of 2024

Awareness of accessibility in the design and delivery of programs and services

Awareness of accessibility in the design and delivery of programs and services has increased among DFO employees and managers.

Figure 11 - Text version

Percentage of employees who report being aware of accessibility considerations in design and delivery of programs and services:

• 2023: 36%
• 2024: 53%

Confidence of employees in designing and delivering accessible programs and services

60% of employees reported that they were confident that they know how to apply accessibility considerations when delivering programs and services to the public, an increase of 11% from 2023.

Satisfaction of DFO employees

The dissatisfaction of employees with the accessibility of DFO services has decreased.

Figure 12 - Text version

Percentage of employees who report being somewhat or very dissatisfied with the accessibility of DFO programs and services:

• 2023: 14.6%
• 2024: 11.9%

Overall, all indicators point to greater awareness and confidence in providing accessible services which seems to be making a difference in employee satisfaction.

Major accomplishments

• Development and delivery of guidance and training on assessing services and program activities for barriers to accessibility
• Identification of 39 services and program activities, prioritizing public-facing services, and representing the wide variety of services provided by DFO for proactive barriers assessment in the fall of 2024

Next steps

Barriers assessment will commence in Fall 2024, followed by planning for how to eliminate the barriers discovered in Spring 2025.

Transportation

KPIs: Snapshot of 2024

Progress on the goals of the plan

All parking at staffed DFO custodial facilities has been inventoried to assess accessibility.

Barriers reported related to transportation

• No barriers reported were related to transportation
• No accessibility accommodations have been requested for fleet vehicles in the past year

Based on the lack of feedback, accessibility of transportation does not seem to be a priority for employees within DFO. However, it is possible that the concerns employees with disabilities have about being in the office more days per week may actually be about transportation to the office. More work would be required to know if this is the case.

Major accomplishments

• Initiation of an accessibility assessment of departmental and public-facing parking spaces to determine where the department complies with building codes with respect to accessible parking
• Prepared to provide accessibility accommodations to fleet vehicles as required

Next steps

• In fall 2024, DFO will update the Directive on Management of Materiel to include accessibility requirements for the vehicle fleet
• DFO will complete an analysis of the inventory of departmental and public-facing parking spaces to determine accessibility gaps

Accommodation

Accommodation was not originally included as a separate priority area in the 2022-2025 Accessibility Action Plan. However, we have heard from employees with disabilities about how important accommodations are for their success at work and how concerned they are about the processes and attitudes around obtaining accommodation measures. It was recognized, in our last report, that accommodations should have more prominence in our action plan and in future action plans. Measures in the current plan listed under various priority areas but related to accommodations have been gathered here for the purposes of this report, and an amendment to our current plan is pending approval.

KPIs: Snapshot of 2024

Obtaining accommodations

• In the annual DFO Accessibility Questionnaire employees reported that 75% of accommodation requests received this year were provided, 8% were declined, and 17% have not been received yet
• 48% of accommodation requests received this year were related to work location
• 69% of employees were very or somewhat satisfied with the process to request accommodation

Types of accommodation measures requested

A change of work location was the most common accommodation measure requested.

Figure 13 - Text version

Percentage of accommodation measures requested related to:

• work location: 47%
• work schedule: 14%
• furniture: 8%
• equipment: 8%
• software: 4%
• other: 19%

Timeliness of receiving accommodations

52% of accommodations measures were received within 1 month of request.

Figure 14 - Text version

Percentage of employees who report:

• receiving requested accommodations within 2 weeks of request: 39%
• receiving requested accommodations within 1 month of request: 13%
• receiving requested accommodations within 3 months of request: 11%
• receiving requested accommodations within 6 months of request: 5%
• receiving requested accommodations after more than 6 months: 7%
• not yet receiving the requested accommodation: 25%

Use of GC Workplace Accessibility Passport

• 34% of PwD who requested accommodation completed a GC Workplace Accessibility Passport
• 54% found the Passport helpful when requesting accommodation
• Out of the 66% who did not complete a Passport, 68% were not aware it existed

In general, accommodations were a major issue for employees with disabilities and all of the indicators point to a need for more employee and manager awareness of the use of the GC Workplace Accessibility Passport, more manager training on how to provide accommodations, and more services to support getting accommodation measures quickly. See the section “How the feedback is being addressed” for details about plans to deal with these issues.

Major accomplishments

• Updated and delivered training sessions on Duty to Accommodate, Return to Work, Disability Management, and the GC Workplace Accessibility Passport
• Developed an amendment to the departmental 2022-2025 Accessibility Action Plan to introduce a new priority area for accommodations
• Developed funding proposal for expanded Disability Management and Return to Work services
• Included questions about accommodation in annual DFO Accessibility Questionnaire to obtain data about employee experience

Next steps

• Obtain approval for new accommodation goals and activities to be added to the department’s Accessibility Action Plan
• Amend current Accessibility Action Plan
• Implement measures to achieve new accommodations goals
• Continued promotion of the GC Workplace Accessibility Passport and Duty to Accommodate process

Consultations

This section describes consultations conducted between September 2023 to September 2024. We continue to collaborate with the Chair of the Accessibility Network through biweekly meetings and hold bi-monthly meetings with the members of the newly developed Accessibility Advocates Network (AAN) and Accessibility Pillar Leads committee (APLC). These discussions and consultations provide consistent opportunities to discuss potential accessibility concerns and maintain an open discussion on accessibility. The report includes feedback received through consultation sessions with employees who are persons with disabilities regarding accessibility concerns. In addition, results obtained from our annual departmental Accessibility Questionnaire are also reflected.

Consultation session with PwDs

In September 2024, two virtual consultation sessions were conducted with members of DFO's Accessibility Network and employees who self-identified as persons with disabilities, drawing 70 participants. These sessions offered an opportunity for employees with disabilities to share their insights and recommendations on the department's progress on accessibility over the past year, while also identifying areas which require further improvement. The views gathered align with the feedback gathered through other means, highlighting common themes that resonate with our goals.

What we heard

GC Workplace Accessibility Passport and accommodation process

57% of participants reported experiencing challenges when requesting accommodation in the past year.

While employees reported that the GC Workplace Accessibility Passport and supportive managers can lead to positive accommodation experiences for employees with disabilities, there are still challenges that need to be addressed.

Employees reported that:

• excessive paperwork and complex processes involved in requesting accommodation create barriers
• medical documentation is often questioned by non-medical staff, undermining the authority of specialist opinions
• there is a lack of awareness among leaders regarding how to effectively support employees with disabilities in their accommodation requests
• many employees are unaware of the available accommodation options
• resistance and stigma against full-time telework as a viable accommodation option continue to be prevalent
• those with non-apparent disabilities face an additional emotional burden from ongoing questioning and skepticism about their conditions, especially in relation to telework as an accommodation measure
• obtaining accommodation and support often depends heavily on individual managers, leading to inconsistent experiences across the department

Employees suggested that streamlining accommodation procedures, enhancing training, and improving communication about available resources can foster a more consistent and efficient experience.

Built environment

84% of participants reported facing workplace barriers this year that hindered their ability to perform their duties efficiently and effectively.

The built environment continues to present significant challenges for employees with disabilities in the workplace, especially in the context of increased presence in the office.

Employees reported that:

• inadequate meeting spaces and noisy environments create distractions that can impact productivity, particularly for neurodivergent individuals
• the implementation of shared desk arrangements has introduced additional hurdles, including the lack of essential ergonomic equipment and potential health risks for immunocompromised employees
• some accessibility issues extend beyond the office interior such as limited parking availability at certain buildings which can pose barriers for those with mobility challenges
• there is a need for more single-stall, accessible washrooms to ensure privacy and comfort for employees who may not feel at ease using shared facilities

Wellness and presence in the workplace

The recently-introduced, mandatory, three-day-in-office work-week requirement has been met with concern in terms of accessibility and inclusivity.

Employees said they were concerned about:

• decrease in productivity
• obtaining specialized equipment
• maintaining a healthy work-life balance
• inadvertently discouraging qualified individuals with disabilities from applying for positions, as they may be unable to meet the in-office requirements that are advertised in job postings

Employees suggested that staffing processes should omit information regarding the three-day in-office requirement, allowing all qualified candidates to apply without hesitation.

Communication, training and cultural inclusivity

While there has been noticeable progress in awareness and discussions surrounding disabilities in the workplace, cultural stigma associated with disabilities remains an issue.

Employees said they were concerned about:

• potential career limitations when considering whether to disclose their conditions fearing discrimination from colleagues and managers
• lack of understanding surrounding non-apparent disabilities such as ADHD, chronic pain conditions, and mental health disorders resulting in inadequate support

Employees suggested that:

• continued promotion of communications and training around various types of disabilities should be prioritized to educate all employees and managers
• small, concrete actions, such as the ability to customize default font settings for incoming emails that was introduced this year which assists employees with visual impairments or processing difficulties, can improve accessibility and productivity for many individuals

Accessibility questionnaire

Our second annual accessibility questionnaire, which invited all employees to respond to questions about their experiences with accessibility at DFO, was launched in May 2024. 2805 participants completed the survey. Of the 2805 respondents, 917 identified as PwD which presented them with additional questions specific to self-identification, accommodation requests, and the GC Workplace Accessibility Passport.

Highlights from the survey include:

• 54% of PwD do not self-identify due to a variety of reasons including:
  • they believe it will harm their career
  • they are concerned that their supervisor will treat them differently
  • they don’t feel it is necessary
• while 86% of managers feel confident in their ability to remove barriers, 51% of PwD do not report barriers in the workplace and the most common reason is that they don’t believe it will make a difference
• 69% of PwD are satisfied with the process for obtaining accommodations measures while 31% found the process uncomfortable, stressful, or complicated
• fewer PwD felt that the department was welcoming in 2024 than in 2023, while awareness of accessibility across all priority areas and confidence in providing accessible services both increased

Consultation with the Chair of the Accessibility Network

Biweekly meetings with the Chair of the Accessibility Network and monthly meetings between the Chair and the departmental Champion for Accessibility provided opportunities for the Chair to share the concerns of the membership.

Concerns included:

• feeling safe to self-identify
• concerns about the new direction on return to the office and the common hybrid work model
• difficulties encountered by PwD as a result of the switch to Canada Life as the Public Service Health Care Plan provider
• concerns with the process for obtaining accommodations and with the way managers implement the Duty to Accommodate

How consultations were taken into consideration

• Information regarding self-identification was used in developing the self-identification campaign to promote self-identification and help employees to feel safe in self-identifying
• Communications around the September 2024 return to the office were modified to ensure that managers know their responsibilities regarding accommodations and employees know that existing accommodations agreements do not have to be reopened
• Concerns about Canada Life were raised with senior management
• New goals related to accommodations and measures to achieve them were developed for inclusion in our current Accessibility Action Plan as a separate priority area

Feedback

Summary of the feedback received

In this section, we provide a summary of the feedback we received through our accessibility feedback process from September 1, 2023 to August 31, 2024. The feedback we receive is organized by the priority areas outlined in our accessibility plan. We also received feedback through our annual accessibility questionnaire which we have included in this section.

We received a total of 135 feedback submissions:

• 4 were received from individuals who were not DFO employees
• 17% of the total submissions received were anonymous
• 77% of the submissions were received via email, the remainder through the online feedback form and 1 submission was received in person

Feedback by priority area

Feedback related to the built environment

39.7% of barriers reported (25) related to the built environment, of which 8 remain unresolved. 5 barriers reported last year are still awaiting resolution.

• Many buildings lack the necessary accessibility features, such as automatic doors, functioning elevators, and visual alarms
• The use of non-assigned workstations is a problem for some employees with ergonomic concerns, as some do not have access to the equipment and adjustments they require to work comfortably and effectively
• A lack of funding continues to hinder the implementation of accessibility improvements in the workplace
• Braille signage for employee spaces is lacking

Feedback related to employment

4.8% of barriers reported (3) related to employment, all of which are being addressed.*

• Lengthy screening processes can create barriers for PwDs such as ADHD
• Video interview formats that do not accommodate different communication styles can be challenging for neurodivergent individuals

*While it was possible to mitigate barriers through awareness and modified practice, eliminating barriers in employment is an ongoing practice.

Feedback related to communication

17.5% of barriers reported (11) related to communication, all of which are being addressed.*

• Some managers fail to use plain and simple language in their email communications, which can create barriers
• When creating accessible communications, enhancing accessibility for some individuals can sometimes reduce the visual appeal, which may make the document less accessible to others
• The process of creating accessible documents can be time-consuming and employees would like more active support in doing so

*While it is possible to mitigate barriers through awareness and modified practice, eliminating barriers in communications is an ongoing practice.

Feedback related to ICT

14.3% of barriers reported (9) related to ICT, of which 4 remain unresolved.

• Many of the systems and technologies used in the workplace are not accessible
• The process of obtaining accessible software, which is crucial for ensuring equal access, can be excessively lengthy, which can significantly impact the productivity and inclusion of PwD

Feedback related to the design and delivery of programs and services

No barriers were reported related to design and delivery of programs and services.

• Ensuring that all programs and services are fully accessible requires a considerable amount of time and effort that many employees do not currently have due to heavy workload
• Developing the necessary expertise to create accessible content can be quite complex, leading to the suggestion that it may be more effective to establish dedicated teams within each sector to provide this specialized service

Feedback related to accommodation

19% of barriers reported (13) related to accommodation, all of which are being addressed.*

• Managers require additional training and support and a clearer process to effectively handle accommodation requests, as they are ultimately responsible for determining and implementing accommodation measures
• While providing medical documentation is not a mandatory part of the accommodations process, there seems to be a lack of awareness of this by management
• Being asked for medical documentation to support accommodation requests is a barrier, especially for neurodivergent employees
• Obtaining accommodations related to the physical environment, such as adjustments to lighting, air quality, or temperature, is often difficult due to limitations imposed by building management
• Lack of dignity and respect during the accommodation process cause some employees to perceive that accommodations are not a priority for the organization
• Budget constraints are still seen as a barrier to implementing necessary accommodation measures

*While it is possible to mitigate barriers through awareness and modified practice, eliminating barriers in accommodations is an ongoing practice.

Feedback related to culture

3.2% of barriers reported (2) related to culture, which are being addressed.*

• Some employees are hesitant to disclose their disabilities or self-identify due to stigma and concerns that managers may not be supportive and could potentially discriminate against them
• Non-apparent disabilities are sometimes not recognized or accepted, requiring more proof or justification, which can make employees feel uncomfortable and unsupported

*While it is possible to mitigate barriers through awareness and modified practice, eliminating barriers in organizational culture is an ongoing practice.

Feedback related to procurement

No barriers were reported related to procurement.

Feedback related to transportation

No barriers were reported related to transportation.

Themes of feedback

Physical environment

Accessibility of the physical environment continues to be a barrier for many employees.

• Many buildings do not provide basic access features such as ramps, automatic doors, and elevators
• Physical barriers require significant investment to eliminate and many reported barriers remain unresolved
• In addition to basic access within buildings, accessibility features like Braille signage and visible security alarms are only provided on a case-by-case basis as accommodations rather than making employee spaces work for everyone
• Universal washrooms are inconsistently available

Common Hybrid Work Model

Many PwD feel that they are disproportionately affected by the new direction on returning to the office.

• PwD experience increased stress and anxiety related to the increased presence in the workplace
• Employees who did not need to disclose their condition when able to work from home now must request an accommodation and disclose personal information to telework more than the prescribed time
• Employees reported feeling that the one-size-fits-all approach has led to decreased productivity and created additional barriers, for example:
  • employees who may be able to come into the workplace when they are feeling well but need to work more from home when they are not cannot have a flexible telework agreement and may be considered non-compliant
  • the additional effort of commuting and being present in the office is different for some PwD than it is for other employees

Workplace accommodations and fear of self-disclosure

Many PwD expressed concerns about requesting and obtaining accommodations.

• Many employees fear or experience bias, stigma, and lack of support from their managers if they request accommodations
• Many employees feel the process for requesting accommodations is uncomfortable, stressful, or complicated
• PwD feel uncomfortable being asked for medical documentation, as if they are being asked to “prove” their disability and while the GC Workplace Accessibility Passport is in place, the expectations surrounding its use, and the fact that medical documentation is not a required part of the accommodation process are not yet ingrained in the management culture
• Managers are not sufficiently aware of disability, especially neurodivergence, and employees fear that when they disclose their barriers, managers will believe that they are “less competent” or “troublesome”
• Timeliness of acquiring accommodations was identified as a barrier; while most accommodations were received within a month of request, only half received furniture within a month of request and only 20% received software within a month of request
• Streamlined processes are needed for obtaining DFO security assessments of adaptive software, including software that has been approved for use by AAACT (Shared Services Canada)

Training and awareness

We continue to receive feedback highlighting the necessity of training and awareness.

• While the mandatory accessibility training was said to have been informative and helpful in raising awareness about various accessibility issues, including non-apparent disabilities, there is a need for more specialized training on topics such as chronic conditions and digital accessibility
• Some training materials were inaccessible to individuals with cognitive disabilities or learning disorders
• Regularly updating our training programs is important to ensure they are inclusive and accessible to all employees

How feedback has been addressed

Barriers and feedback reported via the feedback process are communicated to the responsible teams within DFO for response and action, as required.

Physical environment

Barriers in the physical environment continue to be addressed, where possible, on a case-by-case basis. The assessment of facilities currently underway will allow DFO to prioritize investment to address barriers in facilities; this is likely to require a significant investment of funds.

Common Hybrid Work Model

• The concerns of PwD have been part of discussions around the implementation of the new direction on presence in the office to ensure employees and managers have the right information and take a consistent and equitable approach in the implementation
• Managers are consistently reminded of the Duty to Accommodate regarding employees with disabilities
• The Deputy Minister Champion for Federal Employees with Disabilities invited public servants to share their perspectives through a survey that was shared with PwD at DFO. Aggregate themes from the survey were relayed to senior management tables across the federal public service

Workplace accommodations and fear of self-disclosure

• To address the feedback received, we will continue and increase training on accommodation processes and the GC Workplace Accessibility Passport and continue to engage managers to understand and fulfill their role
• We are undertaking a self-identification campaign to dispel myths about self-identification and to educate managers about how to respond to self-disclosure
• We will create a working group to investigate reducing the amount of time it takes to obtain software-related accommodation measures
• We will amend our existing Accessibility Action Plan with new goals, activities, and performance indicators to create a new priority area for accommodations to prioritize progress

Training and awareness

• We continue to promote the guide to neurodiversity created to help managers understand and support neurodivergent employees
• We continue to promote tools to support creating accessible documents, webpages, meetings, and events
• We will review the mandatory training considering new offerings and emerging issues

Conclusions and look ahead

DFO continues to work to make the department inclusive and accessible for everyone. Our first Accessibility Action Plan focuses on coming to terms with where our shortfalls may be and putting plans in place to improve. We have made progress towards implementing measures and solutions, however we continue to assess our built environment, communications, ICT, programs and services, and employment practices for accessibility barriers. This will help us identify where further improvements are needed, and by our third year help inform or enhance plans to address and eliminate barriers identified.

We have heard the importance of suitable and timely accommodation for employees with disabilities and are responding by amending our Accessibility Action Plan with specific goals, activities and KPIs related to accommodation. We will hold ourselves accountable for progress in this area.

We recognize the continuing deficiency of some of our facilities with respect to accessibility in the built environment and expect, in the next year, to begin prioritizing and planning for improving the accessibility of the DFO-owned facilities.

We are aware that many employees with disabilities still feel stigma and of the continuing need for training, awareness, and support for employees across the organization. In collaboration with the community of employees with disabilities, we will continue to educate and engage employees and managers to understand the needs of persons with disabilities and feel confident in providing accessible programs and services.

Culture change can be slower than we’d like but we have seen momentum growing across this organization as the committees and networks dedicated to furthering this work bring like-minded people together to make a difference. Their leadership and dedication are instrumental to the progress we have made and will make in the years to come.

In the spirit of nothing without us, progress on accessibility must happen in communication and collaboration with the community of employees with disabilities. We could not be making any progress without our Accessibility Network of employees and our departmental champion, who are supporting this work by sharing their feedback and lived experience, whether it is through feedback about their everyday experience or user testing of specific tools or processes. We are grateful for your leadership and will continue to seek your lived experience and participation in guiding our work.

However, as much as those responsible for accessibility at DFO are dedicated to programs, services and spaces that work for everyone, accessibility is everyone’s business. It’s time to widen the conversation.