National Accessibility Plan 2022-2025

Catalogue No: J77-2E-PDF
ISSN 2817-1357 (Online)

Table of Contents

Message from Kathleen Roussel, Director of Public Prosecutions and Deputy Attorney General of Canada

I am pleased to present the Public Prosecution Service of Canada's Accessibility Plan, the first of its kind. The Plan takes stock of where we are as an organization in providing an accessible workplace for all of our employees, and one that is free of stigma.

While the PPSC is trying to make progress in respect of accommodations that allow employees to give the best of themselves to our workplace, we are also trying to make two important changes. The first is to change the conversation about living with a disability to eliminate the stigma that still exists for many people living with disabilities. Secondly, we want to move towards a workplace that is inclusive by design.

This plan is not perfect, but it reflects an evolution. We will continue to evolve in order to retain and attract more employees living with disabilities, at all levels of the organization, and to continue to address discrimination that persons living with disabilities may experience. Changing the conversation means addressing stigma and educating ourselves and our employees about different abilities, rather than "dis"abilities.

In closing, I want to thank the members of our National Council of Employees for Persons Living with a Disability for their contribution to this plan – they give of their time for the greater good, as professionals with other obligations within the PPSC. I am grateful for their support in helping the PPSC's equity, diversity, inclusion and accessibility goals.

Introduction and Land Acknowledgement

Last year, I had the privilege of hearing Lee Seto-Thomas at a national event. She is the Director of Workplace Well-being and Elder's Circle at Canadian Heritage. She mentioned something that touched me deeply and that really shaped my work in accessibility: "Disabilities are a gift from the creator to remind us of our humanity, they help us make meaningful changes to the world. They teach us to love, to have compassion and to be creative".

With leadership and empathy, it is possible to create a workplace where employees feel that they belong, that they can sustain work-life harmony and support one another to be, do and feel their very best, whether they are working from home or in-person at the office.

It is my pleasure to present to you this first Accessibility Plan. This plan has brought colleagues together from coast to coast to coast. I am grateful for the significant collaboration and support from members of the National Council of Employees for Persons Living with a Disability (NCE PwD). Their contributions have been key in the development of this plan. I would like to bring attention to the fact that each pillar of the plan was drafted by a member of our NCE PwD, who led the discussions with internal stakeholders. The NCE pillar leads brought their lived experiences to the table to present their pillars in their own unique ways. The NCE PwD and I still have much work to do in order to implement the many focused activities identified for the various pillars. My hope is that this Accessibility Plan marks the beginning of an everlasting culture-change in our department.

I acknowledge Canada as the land of the First Peoples (Nations), Inuit & Métis. I pay homage to the Indigenous Peoples, past, present and future who continue to work, educate and contribute to the strength of this country. I recognize land that is shared through historic treaties, developed through contemporary treaties and land that continues to be unceded territory.

I leave you with a quote from Chief Willie Littlechild: "The recognition of our history on this land is an act of reconciliation and we honour those who walk with us."

Norma Pavoni,
National Liaison EDIA and Accessibility Officer

General

Should you have any feedback to provide regarding barriers, or any questions or comments related to the implementation of our accessibility plan and progress reports, you may reach us by using any of the following means.

Name: Norma Pavoni, Pronouns: She, Her

Title: National Liaison EDIA and Accessibility Officer
Accessibility and Disability Champion
Advancement Centre for Equity, Diversity, Inclusion & Accessibility
Public Prosecution Service of Canada, Government of Canada

Address: 160 Elgin Street, 12th Floor, Ottawa, Ontario, K1A 0H8

Email: PPSCAccessibilityFeedback@ppsc-sppc.gc.ca

Toll-free telephone number: 1-833-791-1086. Please leave a detailed message for the Accessibility Officer. Should you wish to leave your contact information, a member of the Advancement Centre for EDIA will return the call within 72 hours.

This document is available in alternate formats upon request.

Such formats include, but are not limited to: print, large print, Braille, audio format or an electronic format that is compatible with adaptive technology that is intended to assist persons living with a disability.

Follow the PPSC:

Accessibility Statement

The Public Prosecution Service of Canada (PPSC) is a key participant in the Canadian criminal justice system. An important aspect of its mission is to contribute to making Canada a safe and just society. Every employee plays a unique role in the PPSC's mission. This places them in a very important and privileged position of trust. It requires high standards of ethical behaviour and an emphasis on a collective responsibility in developing and maintaining an organizational culture where all employees are treated equitably with respect, dignity, and fairness. When employees are able to bring their whole selves to work, feel valued, and offer their best potential, they will be able to contribute in a concrete and meaningful way towards a criminal justice system that is more equitable and fair to all Canadians.

The PPSC is committed to an organizational culture change anchored in the principles of equity, diversity, inclusion, and accessibility. We commit to working together to ensure its sustainability.

The implementation of this Accessibility Plan is an ongoing engagement that will require continuous dedication, action, and decision making on the part of senior management and all employees. It will take time, resources, and perseverance. The PPSC will need to advance in a way that ensures everyone in the organization experiences a work culture that is more accessible, with a clear focus on removing and preventing barriers that currently exist at the PPSC. This Accessibility Plan is an evergreen document and upcoming progress reports will be published in December 2023 and December 2024. NCE sub-groups will continue to meet and engage stakeholders to ensure commitments and focused activities are meeting our unique goals. Annex D attached lists past and ongoing achievements to remove and prevent barriers within our organization.

Consultations

The NCE PwD, created in September 2021, was consulted and included in all aspects of this plan. The council meets on a monthly basis. It has been, and will continue to be, at the center of all conversations. A list of its seventeen (17) members and their disabilities is provided in Annex A.

Since the month of May 2021, the National Liaison EDIA and Accessibility Officer has held a total of twenty-nine (29) discussions with employees living with a disability who required assistance with workplace adjustments and accommodation. Elements from these confidential discussions were factored into this plan.

In consultation with the NCE PwD, the National Liaison EDIA and Accessibility Officer prepared a national survey to help identify barriers (see Annex B). This confidential digital survey was sent by the Director of Public Prosecutions on May 18, 2022. It remained open and available to all employees for a period of three (3) weeks. Thirty-three percent (33%) of employees took part in the survey, which was promoted extensively by the NCE PwD during National AccessAbility Week (NAAW) 2022. The survey contained separate questions for PwD, supervisors/managers and allies. The National Liaison EDIA began drafting the plan once survey results were compiled and made available to the NCE PwD, in the summer of 2022.

Figure 1 - PPSC Accessibility Survey 2022 had a total of 366 respondents.134 PwD. 68 supervisors and managers, with some also identifying as a PwD. 234 allies, with some also identifying as a supervisor and/or a PwD.
Figure 1 - PPSC Accessibility Survey 2022 had a total of 366 respondents.134 PwD. 68 supervisors and managers, with some also identifying as a PwD. 234 allies, with some also identifying as a supervisor and/or a PwD.
Text description
PPSC Accessibility Survey 2022
Group Responses %
PwD 134 31%
Supervisors and Managers 68 15%
Allies 234 54%
Totals 366 100%

The NCE PwD used the software Survey Monkey to ensure confidentiality and supplied employees a Word accessible format, as per Accessibility, Accommodation and Adaptive Computer Technology's (AAACT) recommendation. The company Just Accessibility prepared the Word document. Because of the current culture of the organization, the NCE PwD felt that it would gather the most candid responses from employees if they were given the opportunity to answer questions anonymously.
The NCE PwD also reviewed the results of the May 2021 Public Service Employee Survey (PSES) and took that data into consideration.

A member of the NCE PwD led each pillar of this Accessibility Plan. They worked closely with a sub-group of the NCE PwD, and consulted with primary stakeholders and managers at the PPSC. The pillar leads were supported by:

Sub-groups held regular meetings during the summer and fall of 2022 to discuss survey results, barriers identified, and possible actions to help remove these barriers.

A draft version of this plan was distributed for consultation on November 1, 2022. It was shared with the Senior Designated Official responsible for EEDI (SDOEEDI), members of the Advancement Centre for EDIA (ACEDIA), the GBA Plus Responsibility Centre, the Communications Division, the NCE PwD, and co-chairs of the Supervisors' Network. An additional eleven (11) employees living with a disability self-disclosed in the national accessibility survey and mentioned that they wanted to contribute to the development of the Accessibility Plan. A confidential email was sent to these eleven (11) employees on August 30, 2022, giving them the opportunity to contribute to the plan either by joining a sub-group or by meeting confidentially with the National Liaison EDIA and Accessibility Officer.

Input received from the consultations included diverse experiences and perspectives. Comments were helpful, detailed, constructive, and actionable.

In building this plan, the NCE also considered the Self-Assessment Tool (SAT) provided by the Treasury Board Secretariat. This very thorough, self-paced questionnaire, which was made available to departmental accessibility leads, helped the NCE propel consultations, informally assess accessibility as well as learn about best practices currently in place across the federal public service.

Inclusive Language

While the NCE has considered the current rules surrounding inclusive writing, it wants to acknowledge at the outset that this plan may not be perfect. The PPSC is a member of the Interdepartmental Terminology Committee on Equity, Diversity and Inclusion (EDI), who co-developed and published a terminology guide on EDI terms and concepts. The Guidelines for Inclusive Writing are designed to help organizations produce writing that is free of discrimination. The Guidelines were developed to provide a variety of possible solutions to issues one might encounter when drafting an inclusive text.

Plain Language

While the NCE has considered some of the current rules surrounding plain language, it wants to acknowledge at the outset that this plan may not be perfect. Although the PPSC is not yet an expert in the field of plain language, it actively tries to integrate it into its communications. The NCE has reviewed this plan with plain language in mind and tried to make it clear, concise, and to-the-point. Should you have any feedback to provide, please email us at PPSCAccessibilityFeedback@ppsc-sppc.gc.ca.

Gender-Based Analysis Plus (GBA Plus)

GBA Plus has been a consideration since the launch of the national accessibility survey in May of 2022. When developing the solutions based on the barriers shared by employees, the NCE considered a full range of possible intersectional factors. These factors went above and beyond those that were represented by employees living with a disability who helped draft this plan. GBA Plus analysis is a continuous process, and the NCE will continue to leverage it as a tool to monitor for possible barriers and help develop practical solutions in an effort to meet the needs of employees. Bias awareness is an important element of any GBA Plus process. The National Liaison EDIA made sure to recognize biases as they came up in discussions with stakeholders and addressed them with the assistance of the NCE PwD. This is an ongoing commitment of the NCE: to explore, uncover, challenge, and reduce biases in the department.

Background and General Information

The PPSC is a national, independent, and accountable prosecuting authority. Its main objective is to prosecute federal offences in a manner that is fair and free from any improper influence. It also provides legal advice and assistance to law enforcement. It was created in 2006. Its mandate is set out in the Director of Public Prosecutions Act. The Act empowers the Director of Public Prosecutions (DPP) to:

Mission Statement

The PPSC's mission is to serve the public interest and help make Canada a safe and just society by:

The New Values are:

Each value is now accompanied by a concrete description of what this value means in practice.

In 2020, an initiative was launched to review our mission statement and corporate values. After a thorough analysis and a consultation process, it was determined that the current set did not reflect the PPSC as an organization, and did not support the future direction of the organization. The new set of values is more practical and acts as a guide to employees in their daily actions, behaviours, and decisions.

The new values and their descriptions are the product of extensive consultations across the PPSC. These consultations were designed to be as inclusive as possible. They included employees and managers from all regions, backgrounds, and occupational groups. In addition, the consultations paid particular attention to the feedback of four (4) NCEs, namely the national councils for Indigenous employees, Black employees, PwD, and 2SLGBTQIA+ employees. Their feedback was instrumental in determining which values were ultimately included, and how they were described.

As of March 31, 2022, the PPSC has 1,197 employees. They perform their duties within eleven (11) regional offices and headquarters.

The PPSC employs a diverse workforce: students, clerks, financial and acquisitions officers, IT specialists, communications advisors, HR specialists, administrative assistants, legal assistants, prosecutors, paralegals, team leaders, managers and executives. They are classified under the following groups: AS, CR, CS, CT-FIN, EC, EX, IS, LC, LP, LS, PE, PG, and PM.

In January of 2021, the Director of Public Prosecutions, Kathleen Roussel, named a Senior Designated Official responsible for Employment Equity, Diversity and Inclusion (SDOEEDI).

In May of 2021, the SDOEEDI named a National Liaison EDIA and Accessibility Officer. This person acts as the Departmental Accessibility and Disability Champion and co-leads the NCE PwD. The Accessibility Officer also represents the organization in various communities of practice:

The ACEDIA was created in December of 2021 and is led by the SDOEEDI. This Centre is influencing and accelerating the growth and development of a diverse workplace and an equitable and inclusive culture. It also seeks to nurture and provoke change to help remove or mitigate systemic barriers at all levels, while taking a people-centered approach. It tries to acknowledge harm and works restoratively to promote a sense of pride and belonging in every employee. The Centre is also trying to influence the hearts and conscience of employees in order to have a meaningful impact on the organization's collective journey towards becoming a safer, more equitable workplace, free of discrimination, and harassment. The Centre co-developed and launched an ambitious EDIA Action Plan in 2022. It is one of the Centre's early accomplishments.

The NCE is hopeful that this first Accessibility Plan will create a culture of belonging for all employees working at the PPSC. Some employees have been hiding their disability in order to fit in and feel accepted. As well, the retention of employees living with a disability has sometimes been a challenge. This needs to change. In 2021-2022, the NCE worked on shifting the culture and creating a safe and brave environment for PwD. Although there has been some progress, there is still much to do.

Self-identification at the PPSC
Text description
  • PeopleSoft June 2021: 59 employees
  • PeopleSoft June 2022: 75 employees
  • Confidential Survey June 2022: 134 employees
  • PeopleSoft December 2022: 79 employees

Results from the first national accessibility survey are clear: employees living with a disability are reluctant to self-identify and/or to speak about their disability, as they fear that the stigma and the judgment will prevent them from advancing in their careers. Some also fear that they will face discrimination or be let go once their contract comes to term, while others have reported not wanting to put an additional burden on their supervisors.

The PPSC must create an environment that recognizes disability, provides the necessary support quickly and efficiently, and challenges shaming and stigma. All employees need to feel that they belong and they should expect to be treated with dignity and respect.

The PPSC plans on building and sustaining a culture of belonging by focusing on the following priorities:

Figure 2 - Most common disabilities at the PPSC as of May 2022: 42% mental health, 33% chronic health conditions or pain, 30% cognitive, 19% sensory or environmental, 15% challenges with flexibility or dexterity, 15% mobility, 14.5% hearing
Text description
Most Common Disabilities at the PPSC
Disabilities %
Mental Health 41.75%
Chronic Health Conditions or Pain 33%
Cognitive 30.10%
Sensory or Environmental  19.42%
Challenges with Flexibility or Dexterity 15.33%
Mobility 15.33%
Hearing 14.56%

Employment

Quote from the pillar lead, Paula Flood, who self identifies as having Attention Deficit Hyperactivity Disorder (ADHD):

"Each of us has strengths, and a great desire to put them to use at work. We want to know that we are adding value, and contributing the best way we can. When we can do that, everyone benefits, including our organization. But jobs, like our built environments, have been created for able people. Those of us with disabilities often struggle to get access to the jobs that we want, and know we can do, because of the various barriers in the assessment processes, or biases about what people with disabilities can do. Then, if and when we get the jobs, we have to deal with the barriers on the job. Stigma, lack of understanding about needs, lack of accommodation and/or technology, these preclude us from doing our best work. But when we break down these barriers? All employees benefit, and the workplace is enriched!"

Consultations

In September of 2021, the PPSC created its very first employee council, the NCE PwD. This employee-led council has since been at the center of the conversations on how to make the PPSC more accessible. This committee currently counts seventeen (17) members.

In May of 2022, the PPSC launched an online survey aimed at gathering specific data on the barriers experienced by employees living with a disability across all regions. Three hundred and sixty-six (366) employees took the survey, one hundred and thirty-four (134) of whom indicated that they live with a disability.

Annex C contains a detailed account of the questions asked as well as the data compiled from the survey. Below are the questions that we asked in our national accessibility survey for the employment pillar:

Findings for Employment

Barriers Identified for Employment Focused Activities to Remove and Prevent Barriers for Employment Calendar Year
Recruitment
Assumptions, biases, ableism, and preconceived ideas from hiring managers/ panels with a limited understanding of disabilities and possible accommodation.

Belief that a worker with a disability does not pull their own weight, cannot do the job 100%, or might not have the same capacity as other workers.

Belief that accommodation for PwD will be difficult and/or expensive.
  • Training, support, objectives, and accountability for hiring managers. Work collaboratively with the Supervisors' Network to include training in their yearly calendars and in Learning Roadmaps.
  • Training, including Canada School of Public Service (CSPS) course COR120, on accessibility and the GC Accessibility Passport to be mandatory for hiring managers and hiring panel members.
 2025
Assessment methods can be barriers to PwD.
  • Ensure that the Public Service Commission Guide on Biases and Barriers in Assessments, the Guide for Assessing Persons with Disabilities, and other resources on fair assessments, are used and followed in every staffing process.
  • Train staffing advisors on disabilities and related accessibility requirements.
  • Simplify our approaches: review the PPSC's internal processes in order to make application instructions and screening questions, straightforward and as simple as possible.
  • Integrate universal design principles into assessment processes wherever possible.
  • Include review of accommodation in informal discussions when candidates with a disability have been screened out. Consider routine review, with internal candidates, of effectiveness of accommodation measures in the assessment process, and make adjustments and improvements as necessary.
 2027
PwD may self-screen if they feel like they cannot compete.
  • Have staffing processes articulate a clear welcome to PwD, as well as information on accommodation requests.
  • Ensure annual regional HR Staffing plans have clear objectives for hiring and retaining PwD.
  • Plan for targeted recruitment and outreach activities; collaborate with community organizations such as LiveWorkPlay to recruit talented employees.
 2025
Merit criteria that exclude certain PwD.
  • Review work descriptions and ensure that only key criteria are included in the merit criteria, both in advertised and non-advertised processes.
  • Ensure that training is provided to HR Staffing Advisors and managers on determining bona fide merit criteria.
  • Ensure all merit criteria are written in clear, plain, and concise language.
  • Consider including the NCE PwD in the review of language and criteria of posters prepared for staffing processes targeted to PwD.
 2029
Some non-advertised staffing processes may limit opportunities for PwD.
  • Review internal processes, policies, and practices leading to internal non-advertised promotions with the Supervisors' Network to ensure that PwD will be given consideration for opportunities.
  • Encourage managers to share general information about the nature of their process decisions at the planning stage, perhaps at the beginning of each fiscal year.
  • Encourage the informal early resolution of staffing and/or discrimination complaints (via informal discussion or neutral ombuds).
 2028
Development and Promotion
Lack of consistent onboarding practices results in some PwDs not receiving the required support and guidance to fully understand their roles and responsibilities.
  • Develop, implement, and monitor uniform onboarding practices across regions to support PwD.
  • Ensure onboarding training material are available in alternate formats, and that documentation is simplified and accessible.
  • Include accessibility support information in onboarding process, including training, tools, the GC Accessibility Passport, and other resources. Provide information on PPSC's NCE PwD.
  • Revise letter of offer to include information about the GC Passport and the role of the Accessibility Officer.
 2025
Not enough developmental opportunities offered to PwDs, thus preventing them from qualifying for promotions.
  • Ensure that PwD have equal access to acting opportunities, either through rotation or through advertised staffing processes. Connect with the Supervisors' Network to provide information on this topic.
  • Consider implementing a Mentorship Plus (sponsorship) to ensure PwDs are given fair consideration for developmental opportunities.
  • Develop inclusive and accessible Talent Management and Succession Planning programs in consultation with the NCE PwD, and apply consistently across the PPSC.
  • Plan for the participation of PwD at the EX-01 level in the Mosaic Leadership Development Program.
 2030
Lack of information about opportunities and mechanisms of staffing and talent management.
  • Consider coaching for PwD in order to assist them in succeeding in staffing processes.
  • Ensure transparency of talent management and succession planning programs – provide information sessions to all employees.
 2031
Bias in performance management may lead to fewer promotions for PwD.
  • Analyze the link between performance reviews and promotional rate for PwD.
  • Encourage the use of the GC Accessibility Passport when setting performance objectives.
  • Ensure that LR Advisors are trained in accessibility issues and are able to provide relevant advice to managers for performance issues that may be related to disability.
 2026
Culture and Retention
Fear of retaliation. Complaints from PwD may be career limiting.
  • Increase training for staffing and LR representatives to ensure fairness in complaint processes.
  • Ensure sufficient communication for awareness concerning support available from neutral ombuds (HWS) in the event of complaints and/or retaliation.
 2026
The stigma associated with having a disability is so negative that employees refuse to self-identify or seek accommodation.
  • Mandatory training for managers on increased awareness, understanding of disability/ability, and their responsibility to create a psychologically safe environment.
  • NCE PwD to continue its information campaign in support of PwD, aligning the messages to the programs offered in support of PwD.
  • Develop and implement a comprehensive plan to encourage the self-identification of employees living with a disability to reduce stigma.
  • Prepare event to socialize the new tool for self-ID that will be launched by TBS.
  • Develop and implement a plan to increase the number of PwD in leadership roles.
 2027
Harassment and discrimination: in the most recent PSES results, twenty-three percent (23%) of PwD respondents have reported harassment compared to fourteen percent (14%) for other employees. Twenty-one percent (21%) of PwD have reported discrimination compared to eight (8%) for other employees.
  • Offer training to improve accessibility, disability awareness and/or disability confidence of employees, managers, and functional communities such as HR professionals.
  • Ensure supervisors and managers recognize and appreciate the contributions of NCE PwD members as well as Regional EDI Committee members in their performance planning and review processes.
  • Raise awareness about accessibility and disability inclusion by continuing to organize national events for International Day of Persons with a Disability and NAAW.
  • Commemorate days and communicate information, engage in conversations on special national or international awareness days, for example, National Disability Employment Awareness Month, and World Autism Month.
  • NCE PwD to plan and conduct communication campaigns throughout the year to raise awareness on accessibility resources available to all employees.
  • Participate in the new Interdepartmental HR advisory committee on PwD. This Committee will be discussing and sharing best practices in retention, recruitment and promotion, and the Advisor will ensure that HR practitioners are informed and practices are integrated in our processes.
 2023 and ongoing
Accessibility, Accommodation, and Individualized Adjustments
PwD do not know who to contact when they experience an accessibility issue.
  • Ensure that all employees and all managers have the required information, including email address, iNet page, tools and guidance related to Accessibility, such as:
    • New generic email address
    • New 1-800 number
    • New feedback process on iNet for monitoring user experience with accessibility issues
 2023
PwD complain of long wait times and burdensome accommodation process.

PwD have a level of fear and discomfort in raising concerns about barriers. The Duty to Accommodate file is currently being managed by the Labour Relations team whose focus is sometimes perceived as supporting managers more than employees.

There is a sense of an attitude in the department that an accommodation is a "special favour" that can be granted, withheld or cancelled at any time.
  • The new Workplace Accessibility Centre will manage accessibility and individualized workplace adjustments for PwD. It will streamline and improve the accommodation experience for all parties involved. An internal multi-disciplinary committee will also be set up and will include LR, IT, OHS, Procurement and Facilities.
  • The approach to accommodating people with disabilities at the Workplace Accessibility Centre will be one of "yes, by default", and will promote a culture of creating the right conditions for employees to thrive in the workplace.
 2024

PILLAR 1 Stakeholders

NCE PwD sub-group leader: Paula Flood
Sub-group members: Adam Halliday
Jacques Hardy
John Hartman
Tim McLaughlin
Penny-Laine Narlock
Sub-group supported by: Jason Mitschele and Norma Pavoni, co-chairs of the NCE PwD
Internal stakeholders consulted: Dominic Bouchard – Interim Director, Workforce Services and Solutions (September 19th - November 4th, 2022) Classification and Organizational Design
Cynthia Lascelle – Interim Director, Workforce Services and Solutions (November 7th - December 31st, 2022) Performance/Talent Management, Official Languages, Character Leadership, HR Planning and HR Data Analytics
Mireille Lamontagne – Manager, Staffing and Executive Services
Natalie Crouch, Team Leader, HR Administrative Services
Bojana Zizic – Director, Workplace Wellbeing, Development
Cristian Contreras – Manager, Labour Relations
Luc St-Martin - Manager, HR Programs and Development
Stéphanie Viau – Manager, Occupational Health and Safety

The Built Environment

Quote from the pillar lead, Heather Russell, who self identifies as having a congenital limb difference:

"Virtually all built environments, our workplaces included, are designed to be accessible for people who have the stamina to stand and walk sturdily, are not large or small in stature, have fine motor skills, clear vision, strong hearing, the ability to focus in loud crowded spaces under harsh lights and bright colours, and a placid immune system. That is an onerous criteria list, and it creates barriers for a lot of people. It's time for change. Our workplaces need to be accessible and inclusive for everyone."

Consultations

In September of 2021, the PPSC created its very first employee council, the NCE PwD. This employee-led council has since been at the center of the conversations on how to make the PPSC more accessible. This committee currently counts seventeen (17) members.

In May of 2022, the PPSC launched an online survey aimed at gathering specific data on the barriers experienced by employees living with a disability across all regions. Three hundred and sixty-six (366) employees took the survey, one hundred and thirty-four (134) of whom indicated that they live with a disability.

Annex C contains a detailed account of the questions asked as well as the data compiled from the survey. The following questions were asked for the Built Environment pillar:

Generally, comments received about this particular pillar were as follows:

The Built Environment Sub-Group formed in February 2022, and held nine (9) meetings since then. The sub-group has focused on gathering information on workplace accessibility already compiled by different government agencies, meeting with AAACT, analyzing the results of our national accessibility survey, and consulting with the Facilities Management and Accommodations Services Unit (FMA) regarding the HQ Refit Project. The sub-group consulted with the NCE PwD as a whole regarding the proposed HQ Refit and identified many problematic elements with the design, based on our knowledge and lived experiences as PwD. The sub-group hopes that concerns raised by PwD will be heard and improvements will be made to the design for the HQ Refit.

As our workplaces are designed only to accommodate what we loosely define as able-bodied neurotypical people, they are not fully accessible for many employees. To properly assess how our workplaces are functioning for employees, an audit of each region is needed. The audit could be conducted internally, or it could be conducted by an outside agency. In either scenario, the participation of PwD is essential.

The scope of change needed to make our workplaces inclusive by design and accessible by default may seem daunting, but, in order for the PPSC to be a truly equitable and inclusive employer, we need to have workplaces that are accessible for every employee so they can do their job and feel like they belong.

Findings for the Built Environment

Barriers Identified for the Built Environment Focused Activities to Remove and Prevent Barriers for the Built Environment Calendar Year
Some alarms may not be heard by employees with a hearing impairment.
  • To supplement the standard audible alarm systems, visual alarms (for instance, flashing lights) should be installed to signal an emergency to people with hearing disabilities.
  • Communicate information to employees and ask that those who might benefit from this tool to email our Accessibility Officer who will ensure follow-up.
  • Facilities Management and Accommodations Service Unit (FMA) will be assessing current office alarm systems and will work with the NCE to both determine priority areas requiring such refit and to develop a work plan to ensure all locations have been upgraded.
  • Moving forward, all refits to include a visual alarm system in FMA's standards.
 2029
For employees who have difficulties with the built environment, alternative work arrangements should be provided on a case-by-case basis.
  • For supervisors and managers, consideration in advance of how alternative work arrangements, including but not limited to telework, task modifications and other alternatives, should be integrated into daily operations. This will ensure that accommodation is provided in a more efficient manner when the need arises.
  • Supervisors and managers should consult and follow our new Guide for Hybrid Work and seek support if they require assistance in providing the appropriate accommodation.
  • Engage with the Supervisors' Network to make sure that information is readily available for supervisors and managers.
 2024
Ensure colour schemes are adequate for employees with visual impairments and sensory sensitivities.
  • Workplace colour schemes should be selected in order to help people with visual impairments navigate throughout a workplace.
  • Workplace colour schemes should not be overly stimulating or distracting for employees with cognitive disabilities.
  • FMA will consult NCE while fit-up designs are being developed by external design consultant experts. NCE will determine if experts need to be consulted.
  • As well, patterns on the walls and floors should be avoided in favour of uniform colours. Spatial changes like the turning of a hallway may be indicated by using contrasting colours on the walls and/or floors.
 2028
Counters and sinks are too high for all employees to reach.
  • Kitchen and washroom counters, soap dispensers, paper towels/air dryers, and electrical outlets, should be installed at a height that allows a person using a wheelchair to use them.
  • Hand soaps in dispensers should be unscented to avoid adverse reactions by persons with environmental sensitivities.
  • FMA to collaborate with NCE to identify and develop a work plan to remediate existing situations.
 2028
Rounded door knobs are difficult for many employees to use. Opt for door openers and levers instead.
  • Openers should be conveniently located near the door they are meant to open and at a height easily reached by someone using a wheelchair.
  • FMA to collaborate with the NCE to identify offices with limited door openers or that require adjustments. Prioritized work plan is to be developed in collaboration with NCE PwD.
  • Security Services to be consulted to ensure employee security and safety is maintained.
 2027
Doors should have a glass panel so employees can see who is on the other side, with the exception of witness rooms.
  • All doors should have a glass panel to enable people to see if there is someone on the other side.
  • Where necessary, additional panels should be placed at a level appropriate for those using wheelchairs.
  • Prioritized work plan is to be developed in collaboration with NCE PwD to correct offices built prior to 2010.
 2031
Common gathering areas, such as the kitchen, should have a door or be positioned so that smells and sounds are not distracting to employees working in the vicinity.
  • To be considered in all new refit or redesigns. This particularly affects employees with cognitive disabilities or scent sensitivities.
  • Consultation with the NCE is required to identify specific issues of concern to be addressed.
  • Work arrangements to be considered by managers/supervisors on a case-by-case basis in collaboration with FMA.
 2031
Elevators are not accessible for all employees.
  • Elevators should feature both visible and verbal door opening/closing and floor indicators.
  • Elevators should have enough room to accommodate a motorized wheelchair or scooter. Call buttons should be located at a position on the wall where they can be reached by most people, whether they are standing or sitting.
  • Consultations will be engaged between FMA and NCE PwD to discuss challenges that could result in limitations (elevator size and features, etc.) for new office locations, to identify gaps, develop solutions, and mitigate risk.
  • Undertake to report any issue with maintenance or repair of elevators promptly.
 2030
Lack of enclosed workstations is a barrier to some employees.
  • A number of workstations should be designed to be more enclosed, or designed in such a way that they can easily be more enclosed, should this be required to accommodate employees with certain disabilities.
  • There should be an adequate number of enclosed workstations for all employees so that persons with disabilities are not segregated, and therefore stigmatized, by having only one area of the office they can work in.
 2026
Evacuation plans need to be reviewed for accessibility.
  • Consult and work with regional offices to ensure that there is an adequate number of employees in the workplace at all times to help employees who need assistance during an evacuation.
  • NCE to host a self-identification campaign to encourage employees living with a disability who may require assistance during evacuations to express their needs and concerns to their regional managers.
  • The NCE PwD will be consulted as new emergency and evacuation plans are developed, in line with new work environments and hybrid work model.
 2027
Floor warnings and pathways may be an impediment to some employees.
  • Consider tactile indications on the floor outside of workstations, hallways, equipment rooms, kitchen, and/or washroom areas, that will enable employees with a visual impairment to prepare for a change in floor surface.
  • Communication reminding employees that pathways should also be kept clear of any potential impediments, such as cords and wires.
  • Consider wayfinding using technology for larger offices.
 2029
Boardrooms are not fully accessible.
  • Review all boardrooms across the country to ensure that they are accessible and equipped for hybrid meetings.
  • Whenever possible, rectangular tables should be replaced with oval shaped tables, and additional chairs of varying sizes added.
  • Meeting rooms should have microphones to facilitate participation for employees with a hearing disability. This is especially the case for hybrid meetings where some participants may be in a meeting room while others attend remotely.
  • Prioritized work plan is to be developed in collaboration with NCE.
 2024
Common areas are not fully accessible.
  • Ensure that chairs in the kitchen are not fixed to the floor or table. This allows for chairs to be moved to accommodate a person in a wheelchair. Furniture should preferably be constructed of environmentally safe, low-emission, and formaldehyde-free materials to reduce the risk of adverse reactions and disability in persons with environmental sensitivities.
  • FMA to collaborate with NCE PwD to prioritize immediate requirements.
 2025
Uniform lighting schemes may cause challenges to employees with sensory sensitivities.
  • To assist persons with low vision, adequate lighting should be installed to guarantee consistent levels of illumination in hallways and circulation areas.
  • Boardrooms should also be equipped with different intensities of lighting and/or sets of lights that can be used independently or together. This allows for maximum flexibility when accommodating persons with different types of visual impairments for different purposes.
  • Replacement of pattern-noisy venetian blinds with roller blinds can also improve lighting.
  • The FMA continues to work with PSPC and design consultants to ensure the proper lighting is installed in offices during a refit project. A work plan is to be developed in collaboration with the NCE PwD, to prioritize immediate requirements.
 2028
Parking areas for cars and bicycles are not accessible and sometimes are not sufficient to accommodate all employees who are entitled to use them.
  • Review parking areas for all PPSC buildings (government-owned buildings and rental buildings), communicate information regionally to all employees, and ask if additional parking is required.
  • FMA can play an advocacy role on a case-by-case basis with landlords.
 2027
Stairs cause a barrier for some employees.
  • Where possible, ramps should be used instead of stairs for transitions between one level and another. Where stairs cannot be avoided, ramps may provide an alternative. Ramps should be easily accessible and large enough for persons using a motorized wheelchair.
  • Edge of stairs should be clearly marked using both brightly coloured strips and a change in the texture of the floor.
  • FMA to collaborate with NCE, to prioritize immediate requirements.
 2030
Visual signage is lacking and is a barrier for employees with a visual disability.
  • Ensure tactile signs, using Braille and raised letters/numerals, are located outside of every workstation and boardroom throughout the workplace.
  • Eliminate or reduce "help" buttons to call for assistance.
  • FMA to collaborate with NCE PwD on signage moving forward.
 2031
Size of rooms and workstations is a barrier for employees using mobility devices.
  • When designing the layout of workstations, consideration should be made for current and future employees who use a wheelchair or motorized scooter.
  • A work plan is to be developed in collaboration with NCE PwD, to prioritize immediate requirements.
 2031
Switches and controls may be out of reach for some employees.
  • FMA to collaborate with NCE PwD to identify and develop a work plan to remediate existing situations.
 2030
Persons with environmental sensitivities may have issues when moving to newly renovated buildings.
  • Moves into newly renovated spaces should be timed to allow emissions from new carpeting or equipment to dissipate prior to occupancy so as to minimize the potential for adverse reactions from those with environmental sensitivities.
  • The workplace should be designed to create an environment that is fully accessible by persons with environmental sensitivities. This includes a well ventilated environment with tolerable, low-emission building materials and furniture, as well as unscented, low-emission cleaning and maintenance products. A more enclosed workstation may be required to accommodate an employee's sensitivities.
  • Ensure communication of scent-free policies within all regional offices and add signage to remind employees.
 2026
Washroom facilities are a barrier for some employees.
  • Review of all washroom facilities across the country. Continue to advocate for adequate washrooms in line with our requirements and realities.
  • Locked bathrooms are a barrier. If a bathroom has to be locked for security reasons, it should have a motorized door and a simple unlocking mechanism.
  • Bathrooms should be large enough to accommodate a person in a motorized wheelchair or scooter while providing an adequate amount of privacy.
  • FMA to collaborate with NCE PwD to identify and develop a work plan to remediate existing situations.
  • Multiple accessible washrooms should be available as single accessible washrooms are often preferred for use by able-bodied people and therefore not available for employees with mobility issues.
  • Ensure railings are installed on walls near the facilities in the accessible stall or washroom to provide assistance for people with disabilities to move to and from their wheelchair or scooter.
  • Ensure that air fresheners and deodorizers are not used in washroom facilities in order to avoid health risks for persons with environmental sensitivities and asthma.
  • Access to gender-neutral bathrooms should be available and designed to take into account the capacities of those who use electric wheelchairs and their support workers. Those support workers may not be the same gender as their client.
 2029
Width of primary aisles and secondary pathways is a concern for employees with a mobility challenge.
  • These should all be wide enough to accommodate two people who use wheelchairs to pass each other safely. Updated Building Codes have already started to address the issue of primary and secondary aisles in office settings. FMA will work closely with design consultants to ensure these dimensions are being met in future refit projects.
  • FMA to collaborate with NCE PwD to identify and develop a work plan to remediate existing situations.
 2031

PILLAR 2 Stakeholders

NCE PwD sub-group leader: Heather Russell
Sub-group members: John Hartman
Racel Padua
Sarah Wilkinson
Sub-group supported by: Jason Mitschele and Norma Pavoni, co-chairs of the NCE PwD
Internal stakeholders consulted: Anna Aggelopoulos – Manager, Facilities Management and Accommodations Services Unit
Marc Chamaillard – Executive Director, Security Services and Facilities Management Division

Information and Communication Technologies

Quote from the pillar co-lead, Joshua Hunt, who self identifies as having a cognitive disability, light sensitivity, and right-side muscle weakness:

"I was diagnosed 24 years ago with a brain tumor, and underwent treatments to have it removed. Since then, I have lived with the various challenges brought on by the side effects of the removal and the treatments. With my disability, I have felt welcomed and appreciated at the PPSC. I was able to experiment with various types of technologies in the past couple of years. I hope to bring some awareness on the many types of electronic aids that are available and that can help employees living with different types of disabilities."

Consultations

In September of 2021, the PPSC created its very first employee council, the NCE PwD. This employee-led council has since been at the center of the conversations on how to make the PPSC more accessible. This committee currently counts seventeen (17) members.

In May of 2022, the PPSC launched an online survey aimed at gathering specific data on the barriers experienced by employees living with a disability across all regions. Three hundred and sixty-six (366) employees took the survey, one hundred and thirty-four (134) of whom indicated that they live with a disability.

The following three (3) questions were asked in the national accessibility survey for the Information and Communication Technologies Pillar. Annex C contains a detailed account of the data compiled from the survey.

Results from our internal survey revealed that a large number of employees seemed satisfied with the services provided by IT specialists. In fact, only twelve percent (12%) of employees said that they were not satisfied with the ergonomic and/or adaptive equipment they have been provided with to do their work, and thirty-nine percent (39%) feel supported by IT specialists when they have questions or concerns regarding the accessible software and technologies they are currently using. Finally, nine percent (9%) of our employees mentioned that virtual meetings are not fully accessible, which means that we need to make some progress on that front. As well, we realized that our organization was lacking in some aspects related to ICT while completing the Accessibility Self-Assessment tool.

Generally, comments received for this particular pillar were as follows:

We also considered the PSES 2020 results for our department to the following question that specifically touched on the ICT pillar: "I have the tools, technology and equipment I need to do my job." Sixty-nine percent (69%) of PwD who answered (57 employees) said 'yes', as opposed to seventy-five percent (75%) of able-bodied respondents (575 employees).

On September 14, 2022, we began a consultation process with an IT senior project manager who was designated by the Director General responsible for this pillar. We discussed the following questions:

Upon investigation, the answer to all of these questions was 'no'. However, there was an openness and willingness from the IT Project Manager to raise awareness and provide training so that our department can meet all required accessibility standards when providing ICT solutions.

Findings for ICT

Barriers Identified for ICT Focused Activities to Remove and Prevent Barriers for ICT Calendar Year
Accessibility not taken into consideration in the development of ICT tools and solutions.
  • Use the ICT Accessibility Maturity Model to help us self-assess against established standards. This internal self-assessment tool will help us define our strengths as well as our shortcomings.
 2030
Lack of tracking user feedback on accessibility issues.
  • Provide all employees with a generic email address where concerns about accessibility and barriers can be sent and followed-up with in a timely manner by the Accessibility Officer. The new email address is: PPSCAccessibilityFeedback@ppsc-sppc.gc.ca / SPPCRetroactionAccessibilite@ppsc-sppc.gc.ca
  • Provide all employees with a toll-free number where they can call in and leave a message about accessibility and any type of barrier. Create and publish service standards. The new number is: 1-833-791-1086. Callers will have the option of identifying themselves and receiving follow-up, or providing confidential information on any barrier experienced in our department.
  • Create an Accessibility Feedback Form on our iNet in order to track user feedback on accessibility issues.
  • Identify a tracking tool (SharePoint or GCdocs with limited access for the ACEDIA) to track all accommodation and workplace adjustment requests.
 2024
IT service delivery for PwD is sometimes long and requires multiple follow-ups.
  • Find a way to enhance IT service delivery for PwD. Suggest identification at first point of contact with the Justice service desk (PPSC + PwD) to make triage more effective within PPSC. Explore potential privacy concerns.
  • Develop a checklist to assist with their initial triage of requests.
  • Communicate this new way of proceeding to PwD.
  • Send a pulse survey 12-18 months after setting up this new service to make sure that this enhancement is helpful for PwD.
 2026
Lack of formal ICT accessibility testing policy (provided only on an ad hoc basis).
  • Use the ICT Accessibility Maturity Model to help us self-assess against established standards. This internal self-assessment tool will help us define our strengths as well as our shortcomings.
  • Ensure that accessibility testing becomes a normal part of application development methodology.
  • Ensure that PwD are consulted before the launch of Amicus and any new or updated IT application. Provide IT with the names of one or more PwD, which would include a senior paralegal and/or a prosecutor, to join the team and provide guidance on accessibility.
  • Consult with departments who are more advanced in this regard.
 2031
IT technicians are not equipped to develop and deliver accessible and inclusive ICT solutions.
  • Update learning plans, as required, for staff in IT.
  • Ensure that training related to accessibility becomes mandatory for all IT staff.
  • Additional reliance on AAACT, experts in the field, for training and consultation.
  • Ensure that accessibility is part of the onboarding process for new IT personnel.
  • Members of our NCE PwD should, whenever operationally possible, test all new technology, software, and IT tools before purchase and rolling out. Consider bringing in a consultant when needed.
 2028
Issues with using certain types of hardware.

The tablet: too small to read, inadequate for use in court and for working while travelling.

Issues reported with braille displays.
  • Consult employees before issuing new tools.
  • Ensure appropriate training before issuing new tools for employees and IT personnel.
  • Ensure new devices undergo hands-on testing by PwD.
  • Collaborate with AAACT.
  • Find ways for IT personnel to enhance the service delivery for PwD. This could mean, in some instances, keeping a ticket open until all parties agree that the situation is resolved.
 2025
Lack of awareness of services and possible accommodation available.
  • Communication of tools and services available for all employees and services provided by AAACT.
  • Basic information will be published on our iNet (see Pillar 4 – Communications).
 2024
Delays or slowness in processing requests for accommodation and obtaining required adaptive equipment.
  • Enhance IT service delivery for PwD. Identification at first point of contact with the Justice service desk (PPSC + PwD) which will make triage more effective within PPSC.
  • Create a centralized hub that would be responsible for accessibility with a centralized budget (see details under Pillar 1 of this Plan as the PPSC is considering the establishment of a one-stop-shop for everything related to accessibility and individualized workplace adjustments).
 2026
Virtual meetings are not fully accessible.
  • Consider getting evaluation copies of software for testing prior to purchasing.
  • Consider providing sign language interpretation at all staff meetings for employees with hearing impairments. This will be explored under Pillar 4 – Communications.
  • Consider hiring a company that will provide closed captions in both English and French during bilingual meetings. This will be explored under Pillar 4 – Communications.
  • Provide etiquette, guidance, and training for all employees about their responsibilities in hosting accessible meetings.
  • Provide information to employees on how they can remove noise and notifications from Emoji's, chats, and other messages appearing on the screen during online meetings.
  • Advise all employees of the possibility of recording important meetings (audio or video). Recordings can be broken down and watched at the convenience of the employee.
  • Publish best practices for virtual meetings.
  • Monitor, provide guidance, and perform post-mortem accessibility analysis of national events.
 2025
Hearing Impairments: Employees report having difficulty to hear phone messages and following conversations.
  • Provide training to IT technicians so they can assist employees on using iPhone hearing assistive technologies.
  • Provide information to managers on how to support employees living with hearing impairments. Connect with the Supervisors' Network to make sure that this information is readily available.
  • Provide etiquette, guidance, and training for all employees about their responsibilities to support employees with hearing impairments.
 2027

PILLAR 3 Stakeholders

NCE PwD sub-group co-leaders: Joshua Hunt and Norma Pavoni
Sub-group members: Jamileh Torkpour
Neal Rice
Sub-group supported by: Jason Mitschele, co-chair of the NCE PwD
Internal stakeholders consulted: Violet Fox – Director, Information Technology
Devin Petovello - Manager, Infrastructure / Operations
Joan Ryan - Manager, Enterprise Solutions
John Taylor – Project Manager

Communication, other than Information and Communication Technologies

Quote from the pillar lead, Jacques Hardy, who self identifies as having ADHD, Post-Traumatic Stress Disorder (PTSD) and a mental health disability:

"Our ability to effectively communicate is what allows us to be part of something bigger than us. Denying this ability to the few who need us to go the extra mile is like denying their humanity."

Consultations

In September of 2021, the PPSC created its very first employee council, the NCE PwD. This employee-led council has since been at the center of the conversations on how to make the PPSC more accessible. This committee currently counts seventeen (17) members.

In May of 2022, the PPSC launched an online survey aimed at gathering specific data on the barriers experienced by employees living with a disability across all regions. Three hundred and sixty-six (366) employees took the survey, one hundred and thirty-four (134) of whom indicated that they live with a disability.

Annex C contains a detailed account of the questions asked as well as the data compiled from the survey. Below are the three (3) questions asked to all employees in our national accessibility survey for the Communication pillar:

Respondents provided comments relating to the following disabilities: mental health, hearing, speech, cognitive, and vision. Survey results were divided to better understand the perceptions from PwD and those of managers and allies.

Generally, comments received were as follows:

Findings for Communication, other than ICT

Barriers Identified for Communication, other than ICT Focused Activities to Remove and Prevent Barriers for Communication, other than ICT Calendar Year
Mental health: PwD dislike the practice by some supervisors and managers of sending email communications at any hour of the day/night.

This affects employees' ability to have a proper work-life balance, which may impact PwD who are negatively affected by stress.
  • Look into implementing a core hours policy for corporate emails, while taking into account the various time zones.
  • Plan for education and awareness of managers and supervisors on email notifications and their expectations when these are sent outside of the employee's regular working hours.
  • Advancement Centre for EDIA and Mental Health and Wellness Steering Committee to share best practices with employees to safeguard work/life balance.
 2026
Hearing Impairments: Capacity to retain information is hindered when only verbal communication is used.

Cognitive Impairments: Learning options are limited. The Public Service favours oral presentations and self-paced courses as their main delivery method to learning.

Employees with cognitive disabilities may process information at a different pace, or best learn new material through alternative mediums.
  • Provide etiquette, guidance, and training for all employees about their responsibilities to support employees with hearing impairments.
  • Engage with the Supervisors' Network to make sure that information is readily available for supervisors and managers.
  • Increase awareness and publish information/helpful tips on interacting with employees with hearing and cognitive impairments on our iNet, and prepare regular communications from our NCE PwD.
  • Publish accessibility protocols and tools for meetings on our iNet.
  • Look into the possibility of having onboarding material available in alternate format. This will be further explored under Pillar 1 – Employment.
 2025
Hearing Impairments: Plexiglas barriers in courtrooms prevents sound from carrying properly and may disrupt the functioning of hearing aids. It may also distort sounds to the point that some employees are unable to fully understand what is being said during a court hearing.
  • PPSC Senior Regional Management to approach courts to request accommodation during hearings where courthouses still have Plexiglas installed in their courtrooms.
  • Advancement Centre for EDIA to provide support to management as needed.
 2025
Hearing Impairments: PwD report having inadequate support from colleagues. Some showed a lack of care when asked to speak clearly, to repeat what was said, or to provide a clear view of their lips to assist with lip reading.

Speech impairments: PwD report being excluded during conversations in general, giving them a disadvantage in their development.
  • Consider providing American Sign Language (ASL), Quebec Sign Language (QSL) and ISL (Indigenous Sign Language) interpretation at all staff meetings for employees with hearing impairments.
  • Consider hiring a company that will provide closed captions in both English and French during bilingual meetings.
  • Consider using an accessible software during bilingual meetings, that will provide interpretation as well as closed captions in both English and French.
  • Provide etiquette, guidance, and training for all employees about their responsibilities to support PwD with hearing and speech impairments.
  • Publish best practices for meeting hosts on our iNet or the PPSC Insider.
  • Consider having our NCE PwD develop learning events to promote employees living with a hearing and/or speech impairment and explain the expected behaviors of allies.
  • Provide meeting handouts well enough in advance to allow PwD the time required to properly review and process the information prior to discussions.
  • Engage with the Supervisors' Network to make sure that information is readily available for supervisors and managers.
 2024
Vision Impairments: It is sometimes difficult for PwD to read certain material due to poor choice in colour-coding schemes
  • Review visual components for all corporate templates, which would ensure standardization of colour-coding schemes, and present options that allow high contrasts.
  • Increase awareness of colour-coding schemes and their importance for some employees through an article published in the PPSC Insider or on our iNet.
  • Engage with the Supervisors' Network to make sure that information is readily available for supervisors and managers.
 2026
Vision / Cognitive Impairments: Not all communications are friendly to read-aloud technologies. Most employees are not aware of the technologies available to make communications more accessible.
  • Promote learning events to help employees understand why accessible documents are important for the PPSC, and clarify that there is an expectation for employees to comply with this standard in all of their communications.
  • Consider mandatory training on making documents accessible for all employees.
  • Ensure that communications sent out to all employees are verified for accessibility compliance. Consult various internal stakeholders to determine how this will be implemented given decentralized communications.
  • Ensure that communications sent out to all employees come with the mention that "This document is available in alternate formats upon request". Plan for an open contract with a company that specializes in alternate formats.
  • Provide information to employees on how to use the various functions available in Microsoft and Foxit to help make their communications accessible to read-aloud technologies.
  • Provide information related to simple adaptive technologies that are available to all employees, like assistive writing aids. Create comprehensive lists for ease of access and post the information on our iNet.
  • Engage with the Supervisors' Network to make sure that information is easily accessible for supervisors and managers.
 2027
Vision / Cognitive Impairments: Signature blocks are not accessible.
  • Provide guidance to all employees on accessible signature blocks.
  • Advancement Centre for EDIA to send a follow-up communication to ensure that all employees follow the standard.
  • Review badges created by communications for use by the NCE PwD in their signature blocks, and ensure that they are accessible.
 2024
Vision / Cognitive Impairments: Corporate templates and publications are not accessible. Day-to-day communications, such as emails, also require a standardization to ensure they are accessible.
  • Review templates and formatting in emails in order to standardize all communications, such as those sent from various national committees (PDF vs Word).
  • Ensure that members of the NCE PwD test all new templates or tools before rolling them out.
  • Develop a list of documents that require review and develop a priority list. Schedule a timeline for all of these documents to become accessible.
 2026
Cognitive Impairments: Employees do not appreciate the importance of using plain language in email communications
  • Develop or promote learning events to help employees understand why plain language is important for the PPSC. Clarify there is an expectation for employees to comply with this standard in their communications.
  • Engage with the Supervisors' Network to make sure that information is readily available for supervisors and managers and provide support to managers who wish to use plain language in their communications.
  • Collaborate with our Communications Division to extend training to all employees on the expectations and benefits of using plain language.
  • Consider having plain language training become mandatory for all employees.
  • Regular communications will be required and a communication plan will be developed.
 2028

PILLAR 4 Stakeholders

NCE PwD sub-group leader: Jacques Hardy
Sub-group members: Neal Rice
Heather Russell
Sub-group supported by: Jason Mitschele and Norma Pavoni, co-chairs of the NCE PwD
Internal stakeholders consulted: Alessia Bongiovanni - Director, communications
Marissa Martin – Senior Communications Advisor

The Procurement of Goods, Services and Facilities

Quote from the pillar lead, Neal Rice, who self identifies as having misophonia, a sensory disability:

"Meaningful consideration of accessibility in the initial stages of all procurement conversations ensures that there are no barriers placed between our employees and the usability of the commodity. Our sub-group's dual purpose is to engage stakeholders and end users as well as to develop and produce tools and resources to assist technical authorities in achieving this goal of meaningful consideration."

Consultations

In September of 2021, the PPSC created its very first employee council, the NCE PwD. This employee-led council has since been at the center of the conversations on how to make the PPSC more accessible. This committee currently counts seventeen (17) members.

The sub-group leader, Neal Rice, has been participating to meetings of the new Community of Practice called 'Agents of Change for Accessible Procurement' since June of 2022. This community aims to create a safe and respectful place for procurement professionals to come together to share knowledge and experiences in a spirit of mutual learning and peer support. Some information shared here includes:

Since the national accessibility survey was long, with significant work directly with the Chief Procurement Officer at the PPSC, we decided not to survey the entire department on this particular pillar, but focused more specifically on the NCE PwD. Discussions on how to ensure that an accessibility component is present in all procurement processes have been regular and ongoing since June 20, 2022, with the Chief Procurement Officer, who has been fully supportive of the sub-group's work. These meetings are also used as brainstorming sessions to ensure that all procurement conversations include user accessibility by default from the outset of procurement planning. Discussions surrounding current barriers to accessibility in procurement strategies are ongoing and evolving as new information is available.

As well, after completion of the Accessibility Self-Assessment Tool, we realized that accessibility was only being addressed in the procurement process of ICT products and services on an ad hoc basis.

The following questions were asked to the NCE PwD by way of a confidential survey using Office Forms. These questions were sent a week prior to a meeting held on September 21, 2022, date on which we gave a background presentation of this pillar and discussed the survey. Annex C contains a detailed account of the questions asked in a confidential short survey sent to the NCE PwD. This Annex also contains a detailed account of the data compiled from the survey.

Findings for The Procurement of Goods, Services and Facilities

Barriers Identified for The Procurement of Goods, Services and Facilities Focused Activities to Remove and Prevent Barriers for The Procurement of Goods, Services and Facilities Calendar Year
Accessibility is not always meaningfully considered in procurement conversations and insufficiently codified in contract mechanisms.
  • Ensure that accessibility requirements are clearly defined and identified in tenders, requests for proposals and contracts.
 2023
Vendors do not always meet accessibility criteria required in the contract.
  • Capture and follow-up on vendor non-compliance and any reasonable accommodation proposed.
 2027
Project or technical authorities do not have sufficient training or resources to understand how to incorporate accessibility into procurement conversations.
  • Develop a standard template for national use in preparing procurement requests:
    • Links to relevant resources.
    • Questions to ask before developing accessibility criteria.
    • Build-in justification section to replace current accessibility justification form.
  • Provide training to key stakeholders on implementation of new template:
    • Acquisitions Team – continue to play challenge function to ensure accessibility considered in a meaningful way.
    • Regional managers – principally act as project or technical lead.
    • Senior managers.
 2024
Delays and "red tape" in procurement of equipment to meet accessibility requirements and/or accommodation requests.
  • Identify "pain points" in procurement process.
  • Collaborate with Occupational Health and Safety (OHS) group to identify causes of delays and develop suggested guides / reference tools.
 2029
Denial of accessible equipment.
  • Tailored education for all stakeholders:
    • Acquisitions Team.
    • Regional managers.
    • Senior managers.
  • Review, enhance, and promote escalation / appeal process:
    • Explore recourse options for employees who pre-approve one type of equipment for their accommodation then receive another solution instead.
    • Consider a centralized budget for accommodations.
 2030
Acquisitions Team is responsible for playing a "challenge role" to ensure that accessibility is meaningfully considered in all procurement requests. However, they feel ill-equipped to perform this role as they have insufficient information and/or training on what constitutes meaningful consideration.
  • Engage with Acquisitions Team to provide insight on what meaningful consideration means to those living with a disability.
  • Encourage Acquisitions Officers to reach out to the NCE any time they come across a situation where they feel ill-equipped to perform the challenge function.
  • Codify collaboration requirements in justification form / toolkit.
 2025
Too often, employees with disabilities are required to request accommodation due to a general procurement being inaccessible (e.g. office chairs, tablets, software).
  • All procurement must be based on the premise of "inclusive by design and accessible by default".
  • Education / training to decision-makers: making sure accessibility is accounted for at the onset usually saves time and money in the long run.
  • New equipment procured for an office must not create any new barriers, and should address pre-existing barriers.
 2028

PILLAR 5 Stakeholders

NCE PwD sub-group leader: Neal Rice
Sub-group members: Adam Halliday
Bethany Johnson - Theedom
Sub-group supported by: Jason Mitschele and Norma Pavoni, co-chairs of the NCE PwD
Internal stakeholders consulted: Luc Roussy – Chief Procurement Officer

The Design and Delivery of Programs and Services

The PPSC is responsible for administering the National Fine Recovery Program (NFRP) under the terms of an assignment issued by the Attorney General of Canada in September 2007. The mandate of the NFRP is to enforce sentences by recovering outstanding court-ordered fines levied against individuals and companies convicted under federal statutes. Outstanding fines are recovered through various types of interventions, including private collection agencies, set-off of income tax refunds and GST/HST credits through the Canada Revenue Agency, payment negotiations, and in-house legal operations.

A new portal is being developed which will make it possible for debtors to pay their outstanding fines online, in the comfort of their home, while using their credit cards. The other options currently available for debtors are the following:

The new portal has been in development for nearly two years. It will appear on our public-facing website: PPSC - Pay a Fine (ppsc-sppc.gc.ca)

The portal will give a general explanation of the mandate of the NFRP and will give debtors a privacy disclaimer to read and accept before they make a payment. A simple form has been developed with standard, easy to fill fields. The debtor can choose to either make a full payment or a partial payment of their fine.

The IT department, the Finance and Acquisitions Directorate, as well as the Communications Division have been consulted throughout the development of this project. This new portal was made available to the public in December 2022.

Debtors will have the possibility of either calling a toll-free number or emailing the NFRP should they experience any kind of issue with the new portal.

The accessibility of the website was assessed by communications as well as with four members of the NCE PwD.

Employees who developed this portal have not received specific training on how to develop and deliver accessible and inclusive programs and services with a specific focus on serving persons living with disabilities. We will make it a priority to address any feedback received from the public in that regard.

Findings for The Design and Delivery of Programs and Services

Barriers Identified for The Design and Delivery of Programs and Services Focused Activities to Remove and Prevent Barriers for The Design and Delivery of Programs and Services Calendar Year
For a blind employee using a screen reader, the new NFRP was difficult to navigate.
  • Unable to leave the search field on the first page.
  • Once the employee selected ‘pay my fine’, the website redirected to the French Moneris link.
  • Once the employee scrolled down to the fields to complete the instructions, these appeared to be in both French and English. The fields were not properly formatted.
  • HTML version seemed slightly easier to navigate but still had some of the same issues.
  • Collaborate with IT development team responsible for this portal to address barriers.
  • Meet with employee who raised the different issues in order to explore further.
  • Create a focus group with screen reader users for further testing.
 2029

As well, it is important to note that the PPSC Pay a Fine site redirects the user to a Moneris payment site, where the credit card payment portion of the transaction is completed. The NFRP does not have any control over the content of the Moneris site.

PILLAR 6 Stakeholders

NCE PwD sub-group leader: Norma Pavoni
Leader supported by: Jason Mitschele
Joshua Hunt
Sarah Wilkinson
Internal stakeholder consulted: Silvana Morales – Manager of Operations, National Fine Recovery Program

Transportation

Consultations

In September of 2021, the PPSC created its very first employee council, the NCE PwD. This employee-led council has since been at the center of the conversations on how to make the PPSC more accessible. This committee currently counts seventeen (17) members.

In May of 2022, the PPSC launched an online survey aimed at gathering specific data on the barriers experienced by employees living with a disability across all regions. Three hundred and sixty-six (366) employees took the survey, one hundred and thirty-four (134) of whom indicated that they live with a disability.

Annex C contains a detailed account of the questions asked as well as the data compiled from the survey. Although we didn’t specifically ask questions related to this pillar, employees still identified barriers to transportation within their comments.

An additional consultation took place on October 18, 2023 with the NCE PwD. Thirteen (13) members were in attendance and the meeting was scheduled to specifically discuss barriers to transportation.

Findings for Transportation

Barriers Identified for Transportation Focused Activities to Remove and Prevent Barriers for Transportation Calendar Year
Parking areas are not always accessible. For example, automatic door openers to parking areas are not always functional.
  • Review parking areas for all PPSC buildings (government-owned buildings and rental buildings), communicate information regionally to all employees. Collaborate with Facilities Management and Accommodations (FMA).
 2027
Parking areas are sometimes insufficient to accommodate employees who require a reserved spot.
  • Survey employees to see if additional parking spaces are required. Collaborate with FMA.
 2027
Lack of carts and bags to transport documents and paperwork to and from court from either home or the office. In the North, hockey bags with wheels are sometimes used to transport a very large number of files.
  • Survey employees and determine which regions require additional carts and bags.
  • Consult with OHS and provide information to employees who need to carry a large volume of files/documents for court.
 2025
Requirement for prosecutors to have valid driver’s license and the requirement to travel within one’s province for court.
  • Discuss with HR Staffing and senior managers in order to determine if this requirement is necessary for all positions. Discuss with HR Staffing the possibility of rewording this requirement in some posters to allow for accommodations.
 2025
Long turnaround times for booking travel which may cause uncertainty and anxiety when scheduled at the last minute, as well as potentially interfering with PwD’s needs.
  • Consult with our finance department for additional guidance on the National Joint Council Travel Directive. Identify possible improvements in booking times and processes in order to mitigate potential barriers.
 2026
Travel requirements of the job, especially to remote locations, for employees with medical condition that requires quick access to restroom.
  • Prepare a communication for supervisors and managers to ensure they consider accommodations for their employees living with a disability who need to travel for work.
 2024
In remote locations (the North for example), travel is sometimes long and difficult and financial constraints make it so that it needs to follow strict guidelines: rental of vehicle and travel early on the morning of the court appearance. This can add a level of stress to PwD who need to adjust to a new vehicle’s guidance system. Also, the transition might be more difficult for neurodivergent employees.
  • Prepare a communication for all employees to clarify the Travel Directive. Invite PwD to identify any special needs in their Travel Requests, such as dietary restrictions, the need to travel with a service animal, or disabilities. Persons with mobility, sensory and cognitive disabilities will be invited to consult the Guide for Persons with Disabilities – Take Charge of Your Travel, which contains information on accessible services, tips on preparing to travel and how to overcome potential barriers.
 2023
Taxi service not paid for employee even though a temporary accommodation was required. Employee needed assistance to get to the office or the courthouse from home. Taxi was only offered for the employee to travel from work to the courthouse, even though the employee was working remotely.
  • Consult with Labour Relations and prepare a communication for supervisors and managers to ensure they consider accommodations for their employees living with a disability who work in a hybrid environment and who also need to travel for work.
 2024

Glossary of Terms

Terms Definitions
AAACT Accessibility, Accommodation and Adaptive Computer Technology, a division of Shared Services Canada, which offers a wide range of adaptations, alternate approaches, tools, training, services, resources and adaptive computer technologies for public service employees with disabilities or injuries.
Ableism Discrimination or prejudice against individuals with disabilities.
ACA Accessible Canada Act
ACEDIA Advancement Centre for Equity, Diversity, Inclusion and Accessibility
Accommodation or Adjustment The Canadian Human Rights Commission defines it as making changes to certain rules, standards, policies, workplace cultures and physical environments to ensure that they don't have a negative effect on a person because of the person's mental or physical disability, religion, gender or any other protected ground. The Treasury Board of Canada Secretariat uses the following definition, which captures the spirit of the Accessible Canada Act: Solutions that address the barriers in the workplace, including adaptive tools, services and/or support measures. Examples include:
  • The broad range of mainstream and adaptive products and services that can improve participation of individuals with disabilities in the federal public service such as:
    • Equipment/tools (ergonomic chair, Braille display, angled writing surfaces and document holders/supports, printer, adjusted lighting);
    • Services (CART services or sign language interpretation); and,
    • Support measures (appropriate supports such as signage for allergies).
  • Education for colleagues.
  • Written checklists or instructions.
  • Flexible work hours, as outlined in the terms and conditions of employment.
  • Planning for uninterrupted work time, which could include a quiet space, scheduling time to work 'offline', or working from a remote location.
Adaptive equipment Refers to software or equipment design to adapt or adjust the way in which regular workplace equipment or facilities are used, such as a screen magnifier, a screen reader, various types of assistive devices and software, such as a Braille printer that an employee needs to replace a computer screen.
Ally Someone who supports the cause of a marginalized group and uses their privilege to learn from that group and amplify their cause. Someone who takes actions that will have lasting, beneficial effects.
Architectural or physical barriers Elements of building or outdoor spaces that create barrier to persons living with a disability. These barriers relate to elements such as the design of a building's stairs or doorways, the layout of rooms, or the width of halls. Other examples include:
  • Desks that are either too high or too low for a person who is using a wheelchair.
  • Poor lighting that makes it difficult to see for a person with low vision or a person who lip-reads.
  • Doorknobs that are difficult to grasp for a person with arthritis.
Attitudinal barriers Behaviors, perceptions, and assumptions that discriminate. These barriers often emerge from a lack of understanding, which can lead individuals to ignore, judge, or have misconceptions about a person living with a disability. Some examples include:
  • Assuming a person with a disability is inferior.
  • Assuming that someone with a speech impairment cannot understand you.
  • Forming ideas about a person because of stereotypes or a lack of knowledge.
  • Making a person feel as though you are doing them a "special favour" by providing their accommodations.
Barrier As per the Accessible Canada Act, can mean anything — including 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 — that hinders the full and equal participation in society of persons with an impairment, including a physical, mental, intellectual, cognitive, learning, communication or sensory impairment or a functional limitation.
Disability As per the Accessible Canada Act, is defined as any impairment, including a physical, mental, intellectual, cognitive, learning, communication or sensory impairment — or a functional limitation — whether permanent, temporary or episodic in nature, or evident or not, that, in interaction with a barrier, hinders a person's full and equal participation in society.
EC The Executive Council is chaired by the DPP and comprised of the senior leadership team of the PPSC (LC and EX) that report directly to the DPP and DDPPs. The Council's main mandate is to set the strategic direction and orientation of the organization on legal, policy, corporate management and law practice management issues. The council is also responsible for establishing and monitoring key departmental priorities and commitments.
EDIA Equity, Diversity, Inclusion, and Accessibility
Employees Everyone working at the PPSC, including managers at all levels.
Equality Everyone receives the same support measure. Treating everyone in the same manner.
Equity Everyone receives the support measures that they need to make their experience equal. This means treating people fairly.
ICT Information and Communication Technologies
Inclusion Creating a workplace that is fair, equitable, supportive, welcoming, and respectful of all.
Intersectionality Interconnected nature of social categorizations such as race, class, and gender, regarded as creating overlapping and interdependent systems of discrimination or disadvantage
NAAW National AccessAbility Week
NCE National Council of Employees
NCE PwD National Council of Employees for Persons Living with a Disability
Neurodiversity Refers to the natural range of variation in human neurocognition. It includes the varying level of stimulation that a person must have to be productive.
Onboarding Process of integrating an employee with a department and its culture, as well as getting the employee the tools and information needed in order for them to become a productive member of the team.
PSES Public Service Employee Survey
PwD Person living with a disability
SDOEEDI Senior designated official for Employment Equity, Diversity and Inclusion
Senior Management Senior management is composed of the Director of Public Prosecutions, both Deputy Directors of Public Prosecutions, all the Chief federal prosecutors, deputy chief federal prosecutors (legal managers - LC) and all directors - executives (EX) across the department.
Systemic barriers Policies, procedures, or practices that can negatively affect accessibility and fairness for individuals or groups. They are often put into place unintentionally. An example would be a policy which requires all employees in hiring processes to complete exams in a specific time period, which may have a negative impact on some individuals with cognitive disabilities.
Technological barriers When a device or platform is not accessible to its intended audience and cannot be used with an assistive device. Technology can enhance the user experience, but it can also create unintentional barriers for some users. Technological barriers are often related to information and communications barriers. Some examples include:
  • Electronic documents without accessibility features, such as alternate text (Alt Text), that screen readers read to describe an image.
  • Material that is only available in hard copies.
  • Requiring employees to use a website that does not meet accessibility standards.

Annex A – Contact List for the NCE - PwD

Region Employee Group Disability
British Columbia Heather Russell LP Congenital limb difference
Alberta Adam Halliday LP Neurodivergent: visual-spatial non-specific learning difference & ADHD
Saskatchewan None
Manitoba None
Ontario Jason Mitschele (co-chair) LP Blind
Racel Padua CR Post-polio syndrome (mobility disability)
John Hartman CR Cognitive and hearing disability
National Capital Region – HQ Neal Rice CT-FIN Misophonia (sensory disability)
Jacques HardyPEADHD, PTSD
Paula FloodPEADHD
Sarah WilkinsonLSNeurodivergent, ulcerative colitis
Penny-Laine NarlockPEADHD, GAD
Lucia GMCRLearning and neuropsychological disorder
Quebec Jamileh Torkpour AS Depressive and anxiety disorder
Atlantic Nathalie O'Brien AS ADHD
Timothy A. McLaughlinLPDepressive and anxiety disorder
Bethany Johnson-TheedomASChronic pain, auto-immune disease, and ADHD
Nunavut None
NWT None
Yukon Ann Rudniski CR Hearing disability
Joshua HuntITCognitive disability and light sensitivity, and right side muscle weakness.

Annex B – National PPSC Accessibility Survey

PPSC Survey: Employees Living with a Disability - 2022

Thank you for taking the time to complete this Public Prosecution Service of Canada (PPSC) employee check-in survey.

This survey will provide a better understanding of the various barriers currently faced by PPSC employees living with a disability. Disability is a broad category of experience that encompasses a wide range and degree of challenges, barriers, and impairments that affect many people and goes far beyond traditional ideas and stereotypes. To contextualize the definition provided and offer a stronger understanding of disability, a non-exhaustive list is included at the end of this survey.

There will be further opportunities to engage in this discussion as we go along. The survey will remain open until June 9th, 2022, and takes approximately 20 minutes to complete. Your answers are very valuable, as they will help us assess the state of accessibility at the PPSC and guide us in the preparation of our National Accessibility Plan. If you prefer to answer these questions in a different manner (by phone or by email for example), please email the Advancement Centre for Equity, Diversity, Inclusion, and Accessibility at PPSC_Advancement_Centre_for_EDI@ppsc-sppc.gc.ca.

The PPSC is committed to protecting the privacy rights of individuals, including safeguarding the confidentiality of information provided by employees. All responses will be handled in accordance with the Privacy Act and Government of Canada standards on public opinion research.

Need help?

Should you encounter a technical difficulty while completing the survey, please contact Nathalie O'Brien.

Select "Next page" to begin the survey.

Definitions:

Accommodation/Adjustment – The Canadian Human Rights Commission defines it as making changes to certain rules, standards, policies, workplace cultures and physical environments to ensure that they don't have a negative effect on a person because of the person's mental or physical disability, religion, gender or any other protected ground. The Treasury Board of Canada Secretariat uses the following definition, which captures the spirit of the Accessible Canada Act: Solutions that address the barriers in the workplace, including adaptive tools, services and/or support measures. Examples include the broad range of mainstream and adaptive products and services that can improve participation of individuals with disabilities in the federal public service such as equipment/tools (ergonomic chair, Braille display, angled writing surfaces and document holders/supports, printer, adjusted lighting), services (CART services or sign language interpretation), and support measures (appropriate supports such as signage for allergies, and education for colleagues, written checklists or instructions, flexible work hours, as outlined in the terms and conditions of employment, planning for uninterrupted work time, which could include a quiet space, scheduling time, or working from a remote location).

Adaptive equipment - Refers to software or equipment design to adapt or adjust the way in which regular workplace equipment or facilities are used, such as a screen magnifier, a screen reader, various types of assistive devices and software, such as a Braille printer that an employee needs to replace a computer screen.

Ally – Someone who supports the cause of a marginalized group and uses their privilege to learn from that group and amplify their cause.

Barrier - As per the Accessible Canada Act, can mean anything — including 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 — that hinders the full and equal participation in society of persons with an impairment, including a physical, mental, intellectual, cognitive, learning, communication or sensory impairment or a functional limitation.

Architectural or physical barriers are elements of building or outdoor spaces that create barriers to persons living with a disability. These barriers relate to elements such as the design of a building's stairs or doorways, the layout of rooms, or the width of halls. Other examples include:

Attitudinal barriers are behaviors, perceptions, and assumptions that discriminate. These barriers often emerge from a lack of understanding, which can lead individuals to ignore, judge, or have misconceptions about a person living with a disability. Some examples include:

Systemic barriers are policies, procedures, or practices that can negatively affect accessibility and fairness for individuals or groups. They are often put into place unintentionally. An example would be a policy which requires all employees in hiring processes to complete exams in a specific time period, which may have a negative impact on some individuals with cognitive disabilities.

Technological barriers occur when a device or platform is not accessible to its intended audience and cannot be used with an assistive device. Technology can enhance the user experience, but it can also create unintentional barriers for some users. Technological barriers are often related to information and communications barriers. Some examples include:

Disability - As per the Accessible Canada Act, is defined as any impairment, including a physical, mental, intellectual, cognitive, learning, communication or sensory impairment — or a functional limitation — whether permanent, temporary or episodic in nature, or evident or not, that, in interaction with a barrier, hinders a person's full and equal participation in society.

Onboarding – Process of integrating an employee with a department and its culture, as well as getting the employee the tools and information needed in order for them to become a productive member of the team.

PwD – Person living with a disability.

Working on-site: this includes the PPSC offices and permanent office space located in courthouses (e.g. Old City Hall (ON), Main Street (BC) and Laval (QC)).

Working remotely – a location other than a PPSC workspace or courtroom, typically your home.

General Questions

1. Are you a person living with a disability, a supervisor/manager or a concerned employee? Check all boxes that apply. (Question for all employees)

☐ I am a person living with a disability (Disability is a broad category of experience that encompasses a wide range and degree of challenges, barriers, and impairments that affect many people and goes far beyond traditional ideas and stereotypes. A disability can be visible or invisible. It can be permanent or temporary. It can also be episodic in nature. If you are unsure, please contact our Accessibility Officer who will answer your question in complete confidentiality.)
☐ I am a supervisor/manager
☐ I am an ally of persons living with a disability or a concerned employee

2. Do you feel that you can discuss your disability and/or the various barriers that you experience at work with your current supervisor/manager? (Question for persons living with a disability only)

☐ Yes, I have already discussed with my current supervisor/manager
☐ Yes, although I haven't discussed this with my current supervisor/manager
☐ No, I do not feel comfortable discussing my disability and/or barriers I experience with my current supervisor/manager
☐ Please specify if you wish: Enter your response.

3. Are you aware of the existence of the GC Workplace Accessibility Passport for Persons living with a disability? (Question for persons living with a disability only)

☐ Yes, I am aware and have already completed the Passport and discussed it with my manager
☐ Yes, I am aware and have already completed the Passport, but I have not discussed it with my manager
☐ Yes, I am aware but have not used it
☐ No, I am not aware of the existence of this tool
☐ Other, please specify: Enter your response.

4. Can you tell us about the barriers you experience in your day-to-day work? (Question for persons living with a disability only)

☐ I have experienced barriers and they are the following: Enter your response.
☐ I have experienced barriers but do not wish to elaborate
☐ Not applicable

5. Can you tell us about your observations of the barriers experienced by your colleagues in their day-to-day work? (Question for all employees)

☐ I have observed colleagues experience barriers and they are the following: Enter your response.
☐ I have observed colleagues experience barriers but do not wish to elaborate
☐ Not applicable

6. Have you seen or experienced systemic barriers at the PPSC? Systemic barriers are policies, procedures, or practices that can negatively affect accessibility and fairness for individuals or groups. They are often put into place unintentionally. (Question for all employees)

☐ I have experienced systemic barriers and they are the following: Enter your response.
☐ I have experienced systemic barriers but do not wish to elaborate
☐ I have observed colleagues experience systemic barriers and they are the following: Enter your response.
☐ I have observed colleagues experience systemic barriers but do not wish to elaborate
☐ No

7. Have you seen or experienced attitudinal barriers at the PPSC? Attitudinal barriers are based on stereotypes or assumptions that limit opportunities or offend the dignity of people living with a disability. (Question for all employees)

☐ I have experienced attitudinal barriers and they are the following: Enter your response.
☐ I have experienced attitudinal barriers but do not wish to elaborate
☐ I have observed colleagues experience attitudinal barriers and they are the following: Enter your response.
☐ I have observed colleagues experience attitudinal barriers but do not wish to elaborate
☐ No

8. Can you tell us what is working well at the PPSC in terms of accessibility and accommodation? (Question for all employees)

☐ The following is working well: Enter your response.
☐ The following has room for improvement: Enter your response.
☐ I do not know

Employment

9. Have you experienced barriers during a staffing process at the PPSC? (Question for persons living with a disability only)

☐ No
☐ Yes, please specify:

☐ Application process, please specify: Enter your response.
☐ Qualifications (education, experience, language requirements), please specify: Enter your response.
☐ Assessment (exam, interview, references), please specify: Enter your response.
☐ Mobility (location of the position), please specify: Enter your response.
☐ Other, please elaborate if you wish: Enter your response.

10. Have you experienced barriers during your onboarding at the PPSC? Onboarding is the process of integrating an employee with a department and its culture, as well as getting the employee the tools and information needed to become a productive member of the team. (Question for persons living with a disability only)

☐ No
☐ Yes
☐ If yes, please elaborate if you wish: Enter your response.

11. Have you experienced barriers to promotion and/or career progression within the PPSC? (Question for persons living with a disability only)

☐ No
☐ Yes
☐ If yes, please elaborate if you wish: Enter your response.

12. In the past 2 years, have you asked for any type of accommodation/adjustment? Accommodation/adjustments are solutions that address the barriers in the workplace, including adaptive tools, services and/or support measures. Examples include the broad range of mainstream and adaptive products and services that can improve participation of individuals with disabilities such as equipment/tools (ergonomic chair, Braille display, angled writing surfaces and document holders/supports, printer, adjusted lighting), services (CART services or sign language interpretation), support measures (appropriate supports such as signage for allergies, and education for colleagues, written checklists or instructions, flexible work hours, as outlined in the terms and conditions of employment, planning for uninterrupted work time, which could include a quiet space, scheduling time, or working from a remote location). (Question for persons living with a disability only)

☐ No
☐ Yes
☐ If yes, please elaborate if you wish: Enter your response.

13. If you requested an accommodation/adjustment in the past 2 years, was your request accepted, denied or is it still ongoing? Accommodation/adjustments are solutions that address the barriers in the workplace, including adaptive tools, services and/or support measures. (Question for persons living with a disability only)

☐ Accepted
☐ Denied
☐ Still ongoing
☐ I received an accommodation/adjustment, but it was not what I had requested
☐ Please elaborate if you wish: Enter your response.

14. If you requested an accommodation/adjustment in the past 2 years, what is your overall satisfaction with how it was handled? Accommodation/adjustments are solutions that address the barriers in the workplace, including adaptive tools, services and/or support measures. (Question for persons living with a disability only)

☐ I am very satisfied
☐ I am somewhat satisfied
☐ I am not at all satisfied
☐ Not applicable
☐ Please elaborate if you wish: Enter your response.

15. Who do you think is your first point of contact for accommodation/adjustment requests at the PPSC? (Question for all employees)

☐ My supervisor/manager
☐ Labour Relations / HR
☐ Facilities Management and Accommodations Unit
☐ My union representative
☐ I do not know who my first point of contact is
☐ Other – please specify: Enter your response.

16. Who do you contact when you experience delays or when an accommodation/adjustment request is denied? (Question for all employees)

☐ My supervisor/manager
☐ Labor Relations / HR
☐ Facilities Management and Accommodations Unit
☐ My union representative
☐ I do not know who to contact
☐ Other – please specify: Enter your response.

17. How can the PPSC improve the way that it deals with accessibility and accommodation requests for employees living with a disability? (Question for all employees)

☐ No improvements are required
☐ Improvements are needed, but I do not have any specific examples to provide
☐ Improvements are needed. Please specify: Enter your response.

Information and Communications Technology

18. What is your level of satisfaction with the ergonomic and/or adaptive equipment you have been provided with to do your work? (Question for persons living with a disability only)

☐ Very satisfied
☐ Satisfied
☐ Not very satisfied
☐ Very unsatisfied
☐ Not applicable
☐ Please elaborate if you wish: Enter your response.

19. Do you feel supported by IT specialists when you have questions or concerns regarding the accessible software and technologies that you are currently using at the PPSC? (Question for persons living with a disability only)

☐ Yes, I am well supported by IT specialists at the PPSC
☐ No, I do not feel supported but I manage
☐ No, I do not feel supported and do not know who to turn to
☐ Not applicable
☐ Please elaborate if you wish: Enter your response.

20. Are virtual meetings and events fully accessible to you? (Question for all employees)

☐ Yes. Please elaborate if you wish: Enter your response.
☐ Partially accessible. Please elaborate if you wish: Enter your response.
☐ No. Please elaborate if you wish: Enter your response.

21. Would you benefit from training in making documents more accessible? There are a few straightforward ways to make documents significantly more accessible to people with disabilities, including those with visual impairments, learning disabilities and intellectual disabilities. (Question for all employees)

☐ Yes
☐ No
☐ I do not know
☐ Please elaborate if you wish: Enter your response.

22. Do you feel that PPSC communications are written in plain language? Plain language is a writing technique of organizing information in ways that make sense to the reader. It uses straightforward, concrete, familiar words. Plain language helps the writer adapt what they have to say to the reading abilities of the people who are most likely to read the document. (Question for all employees)

☐ Yes
☐ No
☐ Sometimes
☐ I do not know
☐ Please elaborate if you wish: Enter your response.

23. How often do you consciously use plain language in your written communications? Plain language is a writing technique of organizing information in ways that make sense to the reader. It uses straightforward, concrete, familiar words. Plain language helps the writer adapt what they have to say to the reading abilities of the people who are most likely to read the document. (Question for all employees)

☐ Always
☐ Sometimes
☐ Never
☐ I do not know
☐ Please elaborate if you wish: Enter your response.

Built Environment

24. How would you rate the accessibility of your current office building based on your own needs? (Question for persons living with a disability only)

☐ Not accessible
☐ Somewhat accessible
☐ Very accessible
☐ Completely accessible – I do not encounter any issues
☐ Not applicable
☐ Please elaborate if you wish: Enter your response.

25. How would you rate the accessibility of your current office building in general? (Question for all employees)

☐ Not accessible
☐ Somewhat accessible
☐ Very accessible
☐ Completely accessible – I do not encounter any issues
☐ Not applicable
☐ Please elaborate if you wish: Enter your response.

26. Who do you contact to report a problem with the accessibility of a building at the PPSC? (Question for all employees)

☐ My supervisor/manager
☐ My Regional Office Manager / Business Coordinator
☐ The National Service Call Centre (NSCC)
☐ The Facilities Management and Accommodations Unit
☐ I do not know who to contact

27. Are you aware of the accessibility features and services available at the PPSC for your own needs? (Question for employees living with a disability)

☐ Yes, I am well aware of all accessibility features and services at my disposal in my unit/region
☐ I am somewhat aware of accessibility features and services at my disposal in my unit/region
☐ I am not aware of accessibility features and services at my disposal in my unit/region
☐ Please elaborate if you wish: Enter your response.

28. Are you aware of the accessibility features and services available at the PPSC? (Question for all employees)

☐ Yes, I am well aware of all accessibility features and services available in my unit/region
☐ I am somewhat aware of accessibility features and services available in my unit/region
☐ I am not aware of accessibility features and services available in my unit/region
☐ Please elaborate if you wish: Enter your response.

29. Are in-person meetings and events fully accessible to you? (Question for all employees)

☐ Yes. Please elaborate if you wish: Enter your response.
☐ Partially accessible. Please elaborate if you wish: Enter your response.
☐ No. Please elaborate if you wish: Enter your response.

30. Are you aware of your building's current emergency evacuation plan? (Question for all employees)

☐ Yes, I am
☐ Yes, and I have some concerns: Enter your response.
☐ No, I am not
☐ Please elaborate if you wish: Enter your response.

31. What is your preference for onsite work post-pandemic? (Question for persons living with a disability only)

☐ I would prefer to work from home 100% of the time
☐ I would prefer to work from home the majority of the time, with exceptions for conferences or special meetings
☐ I would prefer to work from home, coming onsite from time to time (1 or 2 days per week, depending on the week)
☐ I would prefer to work 50% of my time from home and 50% onsite
☐ I would prefer to work the majority of my time onsite with the option to work 1 or 2 days per week from home, depending on the week
☐ I would prefer to have some flexibility to my schedule as needed. Please elaborate if you wish: Enter your response.
☐ I would prefer to work 100% of the time onsite

Culture Change, Education and Awareness

32. What should the PPSC do to improve the knowledge, awareness, and confidence of employees on workplace accessibility? You may pick one or more answers. (Question for all employees)

☐ Specialized learning events
☐ Mandatory training
☐ Learning resources
☐ Information posted on the iNet
☐ Information in the PPSC Insider
☐ Other, please elaborate: Enter your response.
☐ Nothing is required

33. What should the PPSC do to improve the knowledge, awareness, and confidence of supervisors and/or managers on workplace accessibility? You may pick one or more answers. (Question for all employees)

☐ Specialized learning events
☐ Mandatory training
☐ Learning resources
☐ Information posted on the iNet
☐ Information in the PPSC Insider
☐ Other, please elaborate: Enter your response.
☐ Nothing is required

Tell us a little bit more about yourself

34. If you are a person living with a disability, please provide further details. Select the boxes that apply to you. (Question for persons living with a disability only)

☐ A seeing disability
A seeing disability affects vision, including total blindness, partial sight, and visual distortion.

☐ A hearing disability
A hearing disability affects ability to hear, including being hard of hearing, deafness, or acoustic distortion.

☐ A speech disability
A speech disability affects ability to talk, including total speech loss, partial speech, and speech distortion.

☐ A mobility disability
A mobility disability affects ability to move your body, including the required use of a wheelchair or a cane, or other issues impacting your mobility.

☐ Challenges with flexibility or dexterity
Challenges with flexibility or dexterity affects ability to move joints or perform motor tasks, especially with your hands.

☐ A mental health disability
A mental health disability affects psychology or behaviour, such as anxiety, depression or social / compulsive disorder or phobia or psychiatric illness.

☐ A sensory or environmental disability
A sensory or environmental disability affects sensitivity to light, sounds or other distractions, as well as allergens and other environmental sensitivities.

☐ A chronic health condition or pain
A chronic health condition or pain affects ability to function on a regular or episodic basis due to migraines, Crohn's disease, colitis, fibromyalgia, multiple sclerosis, and other disabilities or health conditions.

☐ A cognitive disability
A cognitive disability affects ability to carry out tasks involving executive functioning, such as planning and organization, learning information, communication, and memory, including autism spectrum disorder, attention deficit hyperactivity disorder, and learning disabilities

☐ An intellectual disability
An intellectual disability affects ability to learn and to adapt behaviour to different situations.

☐ Another disability (Optional to specify): Enter your response.

☐ Prefer not to specify

35. If you are a person living with a disability, have you self-identified in PeopleSoft? (Question for persons living with a disability only)

☐ Yes
☐ No
☐ If your answer is 'no', would you please specify why you haven't done so? Enter your response.

Demographics

The following questions are an important part of the survey. We encourage you to complete these questions.

We guarantee that this information will be kept completely confidential. Results from this survey will not be reported in subgroups of fewer than 10 responses for any specific demographic. Responses from smaller groups will be combined with another group to protect the anonymity of respondents.

Thank you for completing these questions.

36. What is your current employment status? (Question for all employees)

☐ Indeterminate (permanent)
☐ Term
☐ Casual
☐ Student
☐ Other

37. In which location is your current position located? (Question for all employees)

☐ Yukon
☐ Northwest Territories
☐ Nunavut
☐ British Columbia
☐ Alberta
☐ Saskatchewan
☐ Manitoba
☐ National Capital Region
☐ National Headquarters
☐ Ontario (excluding National Capital Region and National Headquarters)
☐ Quebec (excluding National Capital Region)
☐ New Brunswick
☐ Nova Scotia
☐ Newfoundland and Labrador

38. If you would like to be contacted to provide further comments and assist in the design of the PPSC's Accessibility Plan, please let us know. Our Accessibility and Disability Champion will get in touch with you. Your comments will remain confidential. (Question for persons living with a disability only)

☐ Yes, I would like to be contacted. Please provide your name as well as the manner in which you would like to be reached (email, telephone, text message or other): Enter your response.
☐ Yes, I would like to be contacted. However, my current workload would not enable me to participate in further consultations at the moment. Please provide your name, the manner in which you would like to be reached (email, telephone, text message or other) and your availabilities. Enter your response.
☐ No, I do not wish to be contacted at this point, but I realize that I have the opportunity to contact the Advancement Centre for EDIA at any time should I change my mind.

Annex C – Compilation of Data from The National Accessibility Survey

OCTOBER 2022
Public Prosecution Service of Canada
National Accessibility Plan Data Compilation from Consultations with PwD

Prepared by:
The National Council of Employees for Persons Living with a Disability

Contents

Employment Pillar

Preface

It is important to draw attention to the fact that in June of 2021, out of a total workforce of 1,197 employees, 59 employees had self-identified in PeopleSoft as living with a disability. In June of 2022, that number increased to 75 employees, up by 16. The results of our First National Accessibility Survey revealed that we currently have 134 employees living with a disability in our department, which suggests that 11.20% of our employees are currently living with a disability. At the present time, only 56% of our employees living with a disability are comfortable self-identifying.

On September 20th, 2022, Labour Relations provided us with the following data regarding the number of disability management files dealt with by their department:

Number of Disability Management Files dealt with by HR
Number of Disability Management Files dealt with by HR - 2019-2020: 2, 2020-2021: 15, 2021-2022: 2, 2022 up to now: 3

The increase in 2020 is mostly due to requests related to telework brought on by the pandemic

Text description
Number of Disability Management Files dealt with by HR
Periods Number of Files
2019-2020 2
2020-2021 15
2021-2022 2
2022-Now 3

Accessibility, Accommodation and Individualized Adjustments

Survey Questions

Question:

In the past 2 years, have you asked for any type of accommodation/adjustment? (Question for PwD only)

Answer Choices Percentage Responses
Yes 45.71% 48
No 54.29% 57
Totals 100% 105

Feedback:

Note: The number in parenthesis indicates the amount of employees making that same comment.

Question:

If you requested an accommodation/adjustment in the past 2 years, was your request accepted, denied or is it still ongoing? (Question for PwD only)

Answer Choices Percentage Responses
Accepted 69.39% 34
Denied 4.08% 2
Still ongoing 22.45% 11
I received an accommodation/adjustment, but it was not what I had requested 4.08% 2
Totals 100% 49

Employee Feedback:

Question:

If you requested an accommodation/adjustment in the past 2 years, what is your overall satisfaction with how it was handled? (Question for PwD only)

Answer Choices Percentage Responses
I am very satisfied 48.00% 24
I am somewhat satisfied 28.00% 14
I am not at all satisfied 16.00% 8
Not applicable 8.00% 4
Totals 100% 50

Feedback:

Question:

Who do you think is your first point of contact for accommodation/adjustment requests at the PPSC?

  All Employees PwD Employees
Answer Choices Percentage Responses Percentage Responses
My supervisor/manager 82.35% 224 81.13% 86
Labour Relations / HR 2.57% 7 1.89% 2
Facilities Management and Accommodations Unit 2.21% 6 0.94% 1
My union representative 1.84% 5 2.83% 3
I do not know who my first point of contact is 9.56% 26 12.26% 13
Other (please specify) 1.47% 4 0.94% 1
Totals 100% 272 100% 106

Question:

Who do you contact when you experience delays or when an accommodation/adjustment request is denied? (Question asked to all employees)

  All Employees PwD Employees
Answer Choices Percentage Responses Percentage Responses
My supervisor/manager 39.11% 106 37.14% 39
Labour Relations / HR 10.33% 28 9.52% 10
Facilities Management and Accommodations Unit 4.80% 13 2.86% 3
My union representative 9.23% 25 9.52% 10
I do not know who my first point of contact is 30.63% 83 32.38% 34
Other (please specify) 5.90% 16 8.57% 9
Totals 100% 271 100% 105

Question:

Can you tell us what is working well at the PPSC in terms of accessibility and accommodation? (Question asked to all employees)

  All Employees PwD Employees
Answer Choices Percentage Responses Percentage Responses
I don't know 53.27% 155 53.27% 57
The following is working well 46.73% 118 46.73% 50
Totals 100% 273 100% 107

The following is working well:

Question:

Can you tell us what has room for improvement at the PPSC in terms of accessibility and accommodation? (Question asked to all employees)

  All Employees PwD Employees
Answer Choices Percentage Responses Percentage Responses
I don't know 59.78% 162 48.11% 51
The following has room for improvement 40.22% 109 51.89% 55
Totals 100% 271 100% 106

Question:

How can the PPSC improve the way that it deals with accessibility and accommodation requests for employees living with a disability? (Question asked to all employees)

  All Employees PwD Employees
Answer Choices Percentage Responses Percentage Responses
No improvements are required 17.67% 47 11.76% 12
Improvements are needed, but I do not have any specific examples to provide 55.64% 148 58.82% 60
Improvements are needed (please specify) 26.69% 71 29.41% 30
Totals 100% 266 100% 102

Themes

Improvements needed

Additional support to supervisors and managers

Modernizing our operations, culture and policies

Staffing

Question:

Have you experienced barriers during a staffing process at the PPSC? Check all that apply. (Question for PwD only)

Answer Choices Percentage Employees
No 58.68% 71
Yes, with the application 8.26% 10
Yes, with qualification 9.92% 12
Yes, with assessments 9.92% 12
Yes, with mobility 5.79% 7
Other, please elaborate 7.43% 9
Totals 100% 121


* A total of 50 PwD (41.32%) have answered YES to this question.

Question:

Have you experienced barriers during your onboarding at the PPSC? (Question for PwD only)

Answer Choices Percentage Employees
Yes 20.95% 22
No 79.05% 83
Totals 100% 105

Question:

Have you experienced barriers to promotion/career progression at the PPSC? (Question for PwD only)

Answer Choices Percentage Employees
Yes 34.29% 36
No 65.71% 69
Totals 100% 105

***There is also a meaningful quantity of employees who have not disclosed their disabilities to anyone at work, including their supervisors, for different reasons such as:

Barriers mentioned by employees

Suggestions shared by employees

The Built Environment Pillar

Survey Questions

Question:

How would you rate the accessibility of your current office building based on your own needs? (Question for PwD only)

Answer Choices Percentage Employees
Not applicable 10.48% 11
Not accessible 4.76% 5
Somewhat accessible 25.71% 27
Very accessible 33.34% 35
Completely accessible – I do not encounter any issues 25.71% 27
Totals 100% 105

Question:

How would you rate the accessibility of your current office building in general? (Question asked to all employees)

Answer Choices Percentage Employees
Not applicable 11.24% 30
Not accessible 6.36% 17
Somewhat accessible 33.33% 89
Very accessible 30.34% 81
Completely accessible – I do not encounter any issues 18.73% 50
Totals 100% 267

Question:

Who do you contact to report a problem with the accessibility of a building at the PPSC?

  All Employees PwD Employees
Answer Choices Percentage Responses Percentage Responses
My supervisor/manager 41.57% 111 39.05% 41
My regional office manager/business manager 13.86% 37 8.57% 9
National Service Call Centre (NSCC) 8.61% 23 10.48% 11
The Facilities Management and Accommodations Unit 8.99% 24 8.57% 9
I do not know who to contact 26.97% 72 33.33% 35
Totals 100% 267 100% 105

Question:

Are you aware of the accessibility features and services available at the PPSC for your own needs? (Question for PwD only)

Answer Choices Percentage Employees
Yes, I am well aware of all accessibility features and services available 12.50% 13
I am somewhat aware of all accessibility features available 37.50% 39
I am not aware of accessibility features available 50.00% 52
Totals 100% 104

Question:

Are you aware of the accessibility features and services available at the PPSC?

  All Employees PwD Employees
Answer Choices Percentage Responses Percentage Responses
Yes, I am well aware of all accessibility features and services available 6.37% 17 8.57% 9
I am somewhat aware of all accessibility features available 42.40% 113 42.86% 45
I am not aware of accessibility features available 51.23% 137 48.57% 51
Totals 100% 267 100% 105

Question:

Are in-person meetings and events fully accessible to you?

  All Employees PwD Employees
Answer Choices Percentage Responses Percentage Responses
Yes 81.88% 217 80.95% 85
Partially accessible 13.21% 35 17.15% 18
No 4.91% 13 1.90% 2
Totals 100% 265 100% 105

Question:

Are you aware of your building's current emergency evacuation plan?

  All Employees PwD Employees
Answer Choices Percentage Responses Percentage Responses
Yes 54.10% 144 51.92% 54
Partially accessible 7.50% 20 8.65% 9
No 38.40% 102 39.42% 41
Totals 100% 266 100% 104

Question:

What is your preference for onsite work post-pandemic? (Question for PwD only)

Answer Choices Percentage Employees
Work from home (WFH) 100% 18.09% 19
WFH majority of the time, exceptions for conferences, etc. 22.86% 24
WFH, but with the option to come to the office 1-2 days a week 34.28% 36
WFH 50%, in office 50% 5.71% 6
In office, with the option to WFH 1-2 days a week 8.57% 9
I would like flexibility to schedule my time as needed 7.62% 8
In office 100% 2.86% 3
Totals 100% 105

Key findings

Barriers mentioned by employees

Lack of awareness of disability resources

In-person meeting accessibility barriers

Lack of awareness of emergency evacuation plans

Accessibility issues and initiatives

Information and Communication Technologies (ICT) Pillar

Survey Questions

Question:

What is your level of satisfaction with the ergonomic and/or adaptive equipment you have been provided with to do your work? (Question for PwD only)

Answer Choices Percentage Employees
Not applicable 33.96% 36
Very satisfied 18.87% 20
Satisfied 30.19% 32
Not very satisfied 12.26% 13
Very unsatisfied 4.72% 5
Totals 100% 106

Question:

Do you feel supported by IT specialists when you have questions or concerns regarding the accessible software and technologies that you are currently using at the PPSC? (Question for PwD only)

Answer Choices Percentage Employees
Yes, I am well supported by IT specialists at the PPSC 39.05% 41
No, I do not feel supported but I manage 14.29% 15
No, I do not feel supported and do not know who to turn to 5.71% 6
Not applicable 40.95% 43
Totals 100% 105

Feedback:

Question:

Are virtual meetings and events fully accessible to you? (Question asked to all employees)

  All Employees PwD Employees
Answer Choices Percentage Employees Percentage Employees
Yes 91.08% 245 88.57% 93
Partially accessible 8.55% 23 10.48% 11
No 0.37% 1 0.95% 1
Totals 100% 269 100% 105

Feedback:

Barriers mentioned by employees

Suggestions shared by employees

Communication, Other than Information and Communication Technologies (ICT) Pillar

Survey Questions

Question:

Would you benefit from training in making documents more accessible? There are a few straightforward ways to make documents significantly more accessible to people with disabilities, including those with visual impairments, learning disabilities and intellectual disabilities. (Question asked to all employees)

Answer Choices Percentage Employees
Yes 52.79% 142
No 23.42% 63
I don't know 23.79% 64
Totals Total 269

Question:

Would you benefit from training in making documents more accessible? (Question asked to managers and allies)

Answer Choices Percentage Employees
Yes 57.93% 95
No 18.90% 31
I don't know 23.17% 38
Totals 100% 164

Question

Do you feel that PPSC communications are written in plain language? Plain language is a writing technique of organizing information in ways that make sense to the reader. It uses straightforward, concrete, familiar words. Plain language helps the writer adapt what they have to say to the reading abilities of the people who are most likely to read the document. (Question asked to all employees)

Answer Choices Percentage Employees
Yes 55.94% 151
No 4.81% 13
Sometimes 35.55% 96
I don't know 3.70% 10
Totals 100% 270

Question:

Do you feel that PPSC communications are written in plain language? (Question asked to managers and allies)

Answer Choices Percentage Employees
Yes 54.88% 90
No 5.49% 9
Sometimes 37.20% 61
I don't know 2.43% 4
Totals 100% 164

Question:

How often do you consciously use plain language in your written communications? (Question asked to all employees)

Answer Choices Percentage Employees
Always 63.57% 171
Sometimes 31.97% 86
Never 0.74% 2
I don't know 3.72% 10
Totals 100% 269

Question:

How often do you consciously use plain language in your written communications? (Question asked to managers and allies)

Answer Choices Percentage Employees
Always 59.14% 97
Sometimes 37.81% 62
Never 0.61% 1
I don't know 2.44% 4
Totals 100% 164

Barriers to communication mentioned by employees

Mental health

Hearing Impairments

Speech Impairments

Cognitive Impairments

Vision Impairments

Suggestions shared by employees

The Procurement of Goods, Services and Facilities Pillar

Survey for our NCE PwD only

Question: Have you or someone you know ever experienced accessibility barriers in procurement (considering either accommodation requests or general office procurement)?

12 responses:

Question: What barriers have you experienced and how were you able to solve or address them?

5 responses:

Question: What aspects of the procurement process were effective and what aspects should be improved?

5 responses:

Question: What were the impacts of the delays on your work and/or personal health?

5 responses:

Question: What does meaningful consideration of accessibility in procurement look like to you?

12 responses:

Question:

Have you or someone you know encountered issues in defining user requirements for accommodation requests?

12 responses:

Question: Tell us a bit about the situation or issue you encountered with defining user requirements:

2 responses:

Question:

In cases where there is no individual accommodation request, how are accessibility impacts factored into procurement decisions? (For example, office furniture or computer software procured for an entire team will have impacts on accessibility for each user).

12 responses:

Annex D – Past and Ongoing Achievements to Remove and Prevent Barriers

The PPSC has accomplished the following in terms of accessibility and disability inclusion:

Annex E – Feedback Process

The PPSC believes that it is crucial to start collecting feedback on accessibility from employees and individuals who deal with our organization. This feedback process will be managed by the National Liaison EDIA and Accessibility Officer.

Employees may provide feedback about barriers they are experiencing within the PPSC using the means listed below.

Persons other than employees, who deal with the PPSC, may also provide feedback about barriers within our department, using the means listed below.

Feedback may be provided anonymously.

The feedback received will be acknowledged in the way it was received, unless it was received anonymously.

The PPSC would also like to receive feedback on the way that it is implementing its accessibility plan.

Employees and individuals who deal with our organization may provide feedback in the following ways:

  1. By mail, at the following address:
    • National Liaison EDIA and Accessibility Officer
      Advancement Centre for Equity, Diversity, Inclusion & Accessibility
      Public Prosecution Service of Canada, Government of Canada
      160 Elgin Street, 12th Floor
      Ottawa, Ontario
      K1A 0H8
  2. By telephone, at the following toll-free number:
    • 1-833-791-1086.
    • Please leave a detailed message for the Accessibility Officer. Should you wish to leave your contact information, a member of the Advancement Centre for EDIA (ACEDIA) will return the call within three (3) business days.
  3. By email:
  4. Via social media:

Service Standards

  1. Feedback will be collected, processed and addressed by the National Liaison EDIA and Accessibility Officer, or a person designated in their absence from the Advancement Centre for Equity, Diversity, Inclusion and Accessibility.
  2. Acknowledgement of receipt will be sent no later than three (3) business days following reception of the feedback.
  3. Acknowledgement of receipt will contain the following elements.
    1. Expression of thanks to the sender for their feedback.
    2. Acknowledgment statement with a reference to the feedback received as well as the time and the day it was received.
    3. Explanation as to the next steps that will be undertaken by the organization to address the feedback.
    4. Estimation of the timeframe in which the sender can expect to receive an update or a full resolution to their issue.
    5. Contact information on the person who will continue to follow-up on this specific feedback.
    6. Signature of the person acknowledging receipt.
    7. Date the receipt is sent, if done by regular mail.
    8. Mention that the Advancement Centre for EDIA will remain available to the sender for additional follow-ups, as required.
  4. Feedback will be compiled, tracked and monitored by the National Liaison EDIA and Accessibility Officer who will ensure follow-up with appropriate internal stakeholders.
    1. A table with a compilation of all feedback received will be kept up to date in a confidential GC Docs folder.
    2. This table will be shared with internal stakeholders in the following manner. The names of the individuals who provide feedback will be kept confidential:
      1. During one-on-one periodic conversations with internal stakeholders; or,
      2. During internal meetings of the new multi-disciplinary committee on accessibility; and,
      3. During monthly meetings with the NCE PwD.
  5. Electronic and/or print copies of any feedback received, identified or anonymous, will be retained for a period of seven (7) years after reception.
  6. Feedback received will be reported and addressed in future Progress Reports (December 2023 and December 2024).

Additionally, a confidential online feedback form is currently under development and will be finalized by March 31, 2024. This form will be available on our main digital platform and will allow employees, and individuals who deal with our department, the possibility of providing feedback confidentially. Should individuals wish to provide their names and contact information, the ACEDIA will acknowledge receipt and address the feedback directly with them as per the service standards mentioned above.

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