2024 Progress Report on the implementation of the Environment and Climate Change Canada Accessibility Plan

General

Contact information

Designated Person to receive feedback on barriers and on the ECCC Accessibility Plan:
Director, Wellness Programs, Human Resources Branch
Address: 351 Saint-Joseph Blvd., Gatineau, QC, K1A 0H3
Phone number: 1-844-690-8366
E-mail address: RetroactionAccessibilite-FeedbackAccessibility@ec.gc.ca
Anonymously: by mail, by phone, by electronic form

Feedback process

Persons in Canada dealing with Environment and Climate Change Canada (ECCC) can formulate feedback on the way ECCC is implementing its Accessibility Plan and reporting on its progress. They can also report barriers encountered when dealing with ECCC. Persons in Canada can request the Accessibility Plan, Progress Report and Feedback Progress documents in an alternate format from the Designated Person.

An acknowledgement of receipt of feedback on accessibility will be provided in the same manner as it was communicated, except for anonymous feedback.

The feedback will be shared and coordinated by the Designated Person to receive feedback.

Accessibility Statement

As of the date of publication, this document has been verified for accessibility.

Summary

The goal of the Accessible Canada Act (ACA) is to make Canada barrier-free by removing and preventing barriers.

To do this, ECCC developed its first Accessibility Plan, to follow the ACA and the Accessible Canada Regulations, published in December 2022. This plan will be updated every three years, with regular progress reports to describe the results of our actions.

This second progress report exercise helped the Accessibility Secretariat evaluate each branch’s commitment to implementing the accessibility plan. The goal is to develop and enhancing our updated Accessibility Plan in 2025.

Guiding Principles of the ECCC Accessibility Strategy

• “Nothing without us”: Persons with disabilities are involved in all stages of the design and implementation of the Accessibility Strategy
• Enablement: Creating an enabling workplace that supports employees with evident and non-evident limitations to be their best selves at work
• Collaboration: Employees, groups, unions, and partners in the public and private sectors working together to achieve results
• Sustainability: Implementing a strategy and actions that will have a lasting impact
• Transparency: Being open in the design, implementation, and reporting of the strategy, successes and failure to remove barriers

Areas in section 5 of the ACA and progress

In pursuing a fully accessible Canada by 2040, ECCC is committed to offer accessible services by default to all ECCC employees and Canadians.

The implementation of specific Accessibility Plan actions is overseen by each branch, as the Department offers a variety of services that require specific approaches to meet other regulations.

1. Culture

ECCC’s Culture^{Footnote 1}  of Care aims to create an empathic, compassionate, and respectful workplace. It is transparent and honest with genuine conversations between managers and employees. ECCC will continue to show accessibility leadership through our actions, planning, caring and support for our employees, clients, and partners.

• 1.1 Engaging employees in creating a Culture of Care, through committees and networks

Progress:

ECCC continues to promote and take concrete actions to encourage the Culture of Care. Presentations are completed on a regular basis to promote the Culture of Care across branches and directorates’ committees. ECCC keeps on updating and delivering workshop sessions for the orientation of new employees. These sessions are called ECCC101

The Deputy Minister provided a clear message on accessibility. The emphasis is put on accessibility in the organization by making it a priority. This further reinforces the culture of care at ECCC.

The Employee Accessibility Network (EAN) continues to help and support the Accessibility Champions. The number of employees that are members of this network increased by 94% this past year with 175 members. The Network connects on a regular basis with its members by newsletter, quarterly meetings, and personal meetings. The EAN guides, supports, assists, educates, and provides resources to their members and employees with accessibility needs. A Neurodivergency Champion is assigned to this employee subgroup. Frequent communication and collaboration are conducted with internal and external stakeholders such as the Human Resources Branch, Facilities, the Ombuds Office, senior management, and the TBS Meeting of the Persons with Disabilities Champions and Chairs Committee (PwDCCC). To better support employees with accessibility and disability needs, the EAN offers outreach with the various networks and across ECCC (consultations, education, awareness, presentations, speaker series) to increase awareness and reduce barriers. The EAN has created a safe space for members.

An increasing number of presentations are taking place in the organization to promote the culture of care. Branches are reaching out to the EAN and the Accessibility Secretariat to do presentations in various management meetings.

• 1.2 Raising awareness by promoting accessibility through various communication products, such as messages, articles, events, lived experiences

Progress:

The review of the accessibility communication plan is done every year. Accessibility Champions issued internal articles on an interdepartmental panel called Ability in Disability. They also shared about the National Accessibility week. Another article was to promote National Disability Employment Awareness Month. Many messages to all employees on diversity, inclusion and employment equity initiatives and resources have been shared. There were articles raising awareness on accessibility of communications such as plain language and accessible format of documents. There are also many branches that deliver staff mailouts, newsletters and other communications to their employees. A recent newsletter included content on the Duty to Accommodate.

Many accessibility sessions took place at branch and directorate levels to raise awareness. Four sessions of ECCC101 in 2024 were offered for a total of 472 participants. Branches also deliver information sessions to support managers in the process of inclusive work practices. The orientation sessions highlight awareness of accessibility standards and accommodations. There is also information regarding the accessibility strategy and accessibility plan being shared. Lastly, the various employee networks are highlighted in the sessions.

The Meteorological Service of Canada is working on reducing the current inequities. They have noticed a difference in access to wellness support for their shift and field workers. To help, MSC has built an in-house mental health training. This program allows meetings with workers that have a more flexible schedule and therefore, include as much employees as possible. They are also working, in collaboration with the EAN, to find a staff representative for attention deficit hyperactivity disorder. This representative would offer guidance to all employees on working with neurodiverse colleagues.

The Strategic Policy Branch has promoted all accessibility events in 2024 with their employees. They are also planning an awareness event in 2024-2025. The Branch developed a strategy that englobes accessibility, diversity, inclusion and employment equity.

The Accessibility Secretariat updated the general presentation on accessibility. They presented it to the West and North Region branch in Fall 2024. They will continue to present to different branches throughout 2024-2025.

• 1.3 Encouraging employees to follow accessibility related training. For example, training on accessible documents, disability management, unconscious bias, and inclusive hiring practices

Progress:

The HR Learning team collaborates with the branches to enforce the mandatory courses identified for accessibility.

The “Moving from Bias to Inclusion” course had a 61% completion rate in winter 2024. The “Addressing Disability Inclusion and Barriers to Accessibility” course had a 53% completion rate in winter 2024.

The Climate Change Branch’s dashboard showed that 100% of managers had completed the mandatory course “Inclusive Hiring Practices for a Diverse Workforce”. The completion of mandatory training is continually monitored at higher levels.

The Strategic Policy Branch works on the prioritization of GBA+ and accessibility training. They offer training to all their team members. They ensure to promote these training sessions and available tools.

The Accessibility Representative in the Environmental Protection Branch is preparing a roadshow in each directorate. The goal is to spread awareness surrounding accessibility.

The Communications team continues to promote the creation of products for the web that are accessible by design.

2. Employment

Improve recruitment, retention, and promotion of persons with disabilities (evident or not).

• 2.1 Establishing job advertisement to solicit persons with disabilities to apply for positions at ECCC for which they are potentially qualified

Progress:

67% of the branches at ECCC have developed a detailed staffing plan with goals to decrease the identified employment equity gaps for the 2023-2024 period.

The International Affairs Branch worked on outreach activities to recruit qualified students from diverse backgrounds. This action follows their Diversity, Inclusion and Employment Equity Strategy.

Following the new Section 36(2) of the Public Service Employment Act, the Statement of Merit Criteria for the entry level enforcement officer role has been modified. The goal is to make it more accessible to the public. They are promoting the hiring process through different platforms like ECCC News and Facebook. The hiring process is also more flexible about the variables of assessment and interviews. As an example, the range of time is more flexible, accommodating the different time zones and schedules of the candidates.

• 2.2 Creating job advertisement (posting) with plain language that describes the requirements of the position including the work environment

Progress:

HR staffing advisors continue to offer their service with an accessibility lens. Managers continue to receive information on the accessibility aspects in the hiring process.

The Corporate Staffing team continues to review job advertisements. They recommend concise and clear language in addition to a mandatory format.

• 2.3 Ensuring that managers have the proper tools and resources to assess and hire persons with disabilities

Progress:

HR staffing advisors offer their services with an accessibility lens.

The hiring managers have access to different hiring pools. The pools might contain candidates that fall in one of the identified employment equity groups. Hiring managers have been reminded that they need to review existing pools with employment equity candidates. These pools can include persons with disabilities. The consultation of the pool needs to be completed before starting a new hiring process.

In 2023-2024, 94.69% of the total number of subdelegated managers have attended the training on the PSEA 36(2). There were also 406 hiring managers that participated in this training. The Corporate Staffing team offers 36(2) training once a month to branches. The creation of a bilingual guide called the “Manager’s Brief: Accessibility and Accommodation” is completed. It underlines important information and tools for Managers to use. This guide has been presented to branch executives and shared with directors.

The integration of different techniques and tools to improve the hiring process has progressed. One of those is the use of VidCruiter as an evaluation tool for the screening and interview. The design of the VidCruiter evaluation encourages candidates with accommodation needs to self-identify. This allows the hiring process to follow their needs.

The managers use the Toolkit and the Persons with Disabilities list when hiring students. This toolkit is shared with managers. Managers are instructed to explore it before starting a new hiring process.

There is an undergoing development of a new process. The goal is to collect the percentage of selection committees with diverse members/change agents (for occupational groups that have a representation gap).

• 2.4 Ensuring that the organization’s environment is accessible, and accommodation measures are in place to remove barriers to retain persons with disabilities

Progress:

Granting specific accommodation measures to employees as needed. The Accessibility at Work single window of services has HR accommodation advisors to support managers and employees. This team coordinates better between the internal parties involved. We are currently working to have a fully centralized model for accommodation requests. A full review of the program is undergoing.

Employees that have submitted accommodation requests to support their in-office days have been working with different teams. These teams are Labour Relations, the Accessibility team and Real Property. This ensures that their accessibility needs are met. The IT team works with Procurement to offer the right equipment and technologies to support accessibility needs.

From September 24, 2023, to September 24, 2024, 261 official accommodation requests were submitted. The files were addressed by the Accessibility at Work and Disability Management teams.

The on-boarding material for new employees promotes the GC Workplace Accessibility Passport. The material also promotes the Accessibility at Work single window of services.

From April 1, 2023, to March 31, 2024, 38 persons with disabilities left the Department. This represents 7% of employees who self-identify as a person with a disability. In 2023, the amount of people with disability who left was at 9%.
Various committees and events throughout the organisation promote the Workplace Accessibility Passport.

• 2.5 Developing employees with disabilities by offering various opportunities to develop their talents and achieve their career goal

Progress:

From the period of April 1, 2023, to March 31, 2024, 23 persons with disabilities had an assignment opportunity offered to them. For the same period, 255 persons with disabilities were offered an acting opportunity. The promotion rate of persons with disabilities has increased by 9.9% from April 1, 2023, to March 31, 2024. Managers keep on supporting the initiative by using career progression plans. Managers also offer opportunities to persons with disabilities between teams.

During the “Getting Involved” session, employees learned about the Employee Accessibility Network. Other accessibility and inclusivity resources have been shared with the employees.

The International Affairs Branch will maintain an annual staffing plan and a global review of the staffing actions to reduce the employee equity gaps in their branch. The annual progress will be reported directly to the Assistant Deputy Minister.

• 2.6 Monitoring human resources data regarding employment equity gaps for representation of persons with disabilities

Progress:

The Diversity and Inclusion team continues to monitor data. This helps us to better understand the unique challenges and experiences of all employees at ECCC. They report to various committees to work towards a more representative, diverse, and inclusive organisation. They encourage newly hired employees to self-identify in their job offer letter. The invitation is also in the ECCC101 week and in the on-boarding process.

We encourage all employees to self-identify. Communication is ongoing development to contribute to the self-identification campaign. That communication is to be shared in ECCC News. As of March 31, 2024, the response rate of self-identification was 80% in GCHR. Out of the 8,253 employees, 562 of them self-identified as persons with disabilities. The gap for persons with disabilities has reduced by 36% between March 31, 2021, and March 31, 2024. The departmental gap for persons with disabilities was at -114 as of March 31, 2024.

When released, ECCC will ensure to promote the new modernized Self-Identification Questionnaire from Treasury Board.

• 2.7 Maintaining the working group to continue to promote the hiring strategy of persons with disabilities

Progress:

A meeting was held in June to relaunch the working group and reiterate the importance of recruiting persons with disabilities. Further meetings are planned for the fall. Very few managers take part in these meetings. Senior management needs to promote the importance of these meetings.

3. Built environment

Enhance the accessibility of the built environment within ECCC facilities.

• Improving accessibility to ECCC office buildings (owned or leased) and sites open to the public, in collaboration with partners and central agencies, such as Public Services and Procurement Canada (PSPC)

Progress:

Studies continue with Public Services and Procurement Canada to determine the level of investment required for accessibility. Improvements to the offices and public sites are ensured to be compliant with the accessibility guidelines.

ECCC leased new space at the 125 Zaida Eddy Private (Zibi) office building in Ottawa, Ontario. The building received an evaluation. It is compliant with the 2023 accessibility code. There is a study planned for the Place Vincent Massey in Gatineau, Québec being conducted this fiscal year. The goal is to evaluate if the building respects the accessibility guidelines. The teams that are responsible for the audits communicate continuously with the Employee Accessibility Network.

Excluding evaluations of offices, each region has a generic e-mail address. It can be contacted by employees to ensure that accessibility issues are addressed.

• Assessing the accessibility of specific sites, planning, and undertaking corrective measures

Progress:

Accessibility audits took place for five custodial sites. As of the end of the 2023-2024 fiscal year, these audits are completed. The results will be provided next fiscal year. The results will also outline a list of the priorities and the projected financial investments that these changes will imply.

They targeted four buildings across three custodial sites for the next fiscal year. The following buildings will be audited through the next fiscal year. The goal is to single out both smaller short term and large long-term actions. The audits will improve the accessibility in the respective ECCC facilities:

• Eureka Weather Station (Nunavut)
• Pacific Wildlife Research Centre (British Columbia)
• Whitehorse Canadian Wildlife Building
• Whitehorse Combined Services Building

The teams that are runs the audits stay in relation the Employee Accessibility Network.

Accessibility evaluations at three national wildlife area locations was conducted. Four other evaluations are taking place. An action plan will be developed to enhance the accessibility.

• 3.3 Ensuring that facilities are made accessible according to current building codes and good inclusion practices when relocating or remodeling

Progress:

Accessibility aspects are integrated in the facility processes.

The new Zibi office has included accessibility designs for the secure zones. The Digital Services Branch and the Corporate Services and Finance Branch will review existing secure rooms. They plan to implement automatic door access and flexible equipment to proactively reduce possible barriers. The security team in the IT department is working in collaboration with Shared Services Canada. They want to improve the accessibility of the Government of Canada Secret Infrastructure Expansion terminal configuration. Corporate Services organized sessions for employees to get to know the new building, and to address any accommodation concerns.

Trail upgrades and bench installation are in completion at Prince Edward Point national wildlife area.

• 3.4 Identifying space in the workplace that can be used, assigned, or reserved for employees or candidates with disabilities with duty to accommodate requirements, such as air filters, dimmed lighting, soundproof, wider screen, etc

Progress:

As part of our space remodeling, we respond to employees with accommodation and accessibility needs. We ensure that a workstation meeting their needs is available to them when they report to the office.

The EAN works with ECCC partners to single out areas where there is a need for improvements to accessibility. The goal is to make ECCC spaces fully accessible and inclusive to the public. They also need to be accessible to persons with disabilities and accessibility needs.

For example, with the renovations of the 7th floor of Place Vincent-Massey, a specific area was outfitted with dimmed lighting in order to accommodate people with preferences for lower lighting.

Modernization projects also include a variety of accessible accommodations, such as quiet zones and closed-door work rooms, to provide a variety of environments for employees to choose from.

The Corporate Service and Finance Branch works in collaboration with the Human Resources Branch and the accommodation team. They work on requests to identify limitations for employees. Each region has a generic inbox to address their region’s requests. The branch also continues to engage and consult with the Accessibility Secretariat. They also consult with different networks like the Employee Accessibility Network and the National Youth network.

4. Information and Communication Technologies (ICT)

Continue to make information and communication technologies usable by all.

• 4.1 Ensuring that any developed and acquired information and communication technologies will be accessible by design

Progress:

ECCC completed adoption of the digital productivity and collaboration suite of tools (M365) in 2024. M365 tools are the GC enterprise standard for modern integrated email, audio/video conferencing, web accessible desktop productivity applications, as well as a range of associated digital collaboration tools. While accessible by design, M365 tools have additional accessibility features, such as transcription, which can be activated, on demand, by the ECCC IT Service Desk to support accommodative/adaptive technology requirements. Furthermore, M365 Accessibility training, support and guidance (managed by Shared Services Canada) are available to all ECCC employees online.

The office at Zibi included accessibility design for the secure zones. Discussions are ongoing with Shared Services and IT Security. They work on the accessibility assessment of the Government of Canada Secret Infrastructure (GCSI) for advancements to accessibility improvements in the GCSI terminal configuration.

There has been a delay from the ATIP Division in the procurement of the software that uses voice detection commands. This delay is from April 1, 2024 to spring 2025. Once the division acquires the software and it is deployed, it will contribute to a few factors. These are the recruitment, retention and professional development of persons with disabilities.

• 4.2 Ensuring that Web Content Accessibility Guidelines (WCAG) are applied, including digital applications and websites

Progress:

The Software Assurance teams work on accessibility testing for the ECCC applications. They ensure that they respect the different Web Content Accessibility Guidelines and the Treasury Board Secretariat standards. They test the accessibility using multiple tools like browser extensions and automated testing. 65% of the applications of the Digital Services Branch were evaluated in July 2024.

The Meteorological Service of Canada’s websites comply with the Accessibility Act. To do so, they use the Treasury Board Secretariat’s template and therefore, MSC’s websites comply to the WCAG 2.0 standards. The WeatherCAN application has received its 2.0 update in summer 2024 which includes more accessibility features like dark mode. They also continue to use professional services to review the WeatherCAN app and ensure that it respects the WCAG 2.1 requirements. This includes some aspects of mobile viewing.

With the help of the communications and web team, we are reviewing the New Substances Notification Regulations (Organisms) for accessibility and streamlining information.

• 4.3 Conducting the inventory of websites, mobile applications and other technologies developed for the branches and available to the public. Assessing the accessibility and identification of corrective measures to be included in the updates to the Departmental Accessibility Plan

Progress:

Inventory of websites is ongoing. Assessment of external websites is also ongoing and aiming for Level AA conformance as set out in the WCAG improvement.

• Ensuring that software chosen and used to meet business needs is accessible, including information management systems, by collecting and incorporating feedback from users in processes

Progress:

ECCC completed adoption of the digital productivity and collaboration suite of tools (M365) in 2024. M365 tools are the GC enterprise standard for modern integrated email, audio/video conferencing, web accessible desktop productivity applications, as well as a range of associated digital collaboration tools. While accessible by design, M365 tools have additional accessibility features, such as transcription, which can be activated, on demand, by the ECCC IT Service Desk to support accommodative/adaptive technology requirements. Furthermore, M365 Accessibility training, support and guidance (managed by Shared Services Canada) are available to all ECCC employees online.

The current Return to Work app that was used to reserve office space in advance has been decommissioned in September 2024. A new project investment has been added to the IT investment list. The Digital Services Branch is collaborating with Real Property to identify the needs and gather requirements, including accessibility. It will be used in later phases of the project to assess potential solutions.

• 4.5 Assessing the accessibility of publicly available technologies and planning required corrective measures

Progress:

ECCC offers a variety of tools and resources to support research, policy development, and public awareness. The Digital Services Branch (DSB) manages access to ECCC datasets through the ECCC Data Catalogue. Canadians can access these datasets via the Open Government Portal (OGP), the Federal Geospatial Platform (FGP), and the Open Science & Data Platform.

DSB ensures that the ECCC Data Catalogue and the Open Science & Data Platform (co-led with Natural Resources Canada) are accessible. These web-based platforms meet the Treasury Board Secretariat (TBS) standards on accessibility, complying with the Web Content Accessibility Guidelines (WCAG) as per the action listed in 4.2.

• 4.6 Identifying information and communication technologies that can test and improve the accessibility of communications

Progress:

The Canadian Wildlife Service is continuing the development of an internal document on best practices for making accessible maps to those with colour blindness or colour vision limitations.

5. Communication, other than Information and Communication Technologies

Make information and communication accessible to all.

• 5.1 Using plain and simple language to make communications accessible, in both official languages

Progress:

An accessibility communication plan was created and followed. There were articles raising awareness on accessibility of communications such as plain language and accessible format of documents. Guidelines and tools are available on the Intranet Accessibility page. It helps employees with the accessibility of their communications.

Efforts are underway to use simple language. Branches ask their managers to ensure presentations are accessible and provide them with the resources needed to help with required changes. Reminders are done to ensure that plain and simple language should be used in all communications.

Directorates under the Environmental Protection Branch have been collaborating with the Public Affairs and Communications Branch. They make website updates and release public documents that are in regulation with the Treasury Board Accessibility standards. The Environmental Protection Branch has also been having an All-Staff meeting to hear different perspectives on accessibility. They are working on refining their longstanding regulations. Guidance material being drafted or updated with plain and simple language. Finally, they are working on having the Carbon Offsets Toolkit translated. They have been published in 4 different Indigenous languages so far.

• 5.2 Ensuring communication formats are accessible; once reviewed, an Accessibility Statement is added at the beginning of documents

Progress:

Many branches ensure that internal communication to all staff is in accessible format. As an example, some branches communicate with the Public Affairs and Communications Branch (PACB) to publish reports that respect the WCAG standards. When offering public facing documents, branches work with PACB to ensure that they meet TBS standards. As an example, the content is machine readable, helping people with visual impairment.

Branches keep on updating their documents for accessibility, adding the statement. As an example, the Evaluation Directorate adds accessibility guidelines and resources in their evaluation manuals. Documents that are accessible have the message added to them. The Audit and Evaluation branch are updating their core audit documents and adding the statement. They also offer their reports in different documents like Microsoft Word and PowerPoint. This action allows to reach more employees with accessible information. To add on that, they also offer information session on creating accessible Microsoft documents. Presentations use plain language and simple graphics, displayed in both official languages.

• 5.3 Ensuring that large departmental meetings are accessible by all and that tools are provided to managers and employees to create accessible meetings where possible

Progress:

The events at ECCC always try to offer the most accessible workspace to conduct meetings. The accessible studio in Place Vincent-Massey is a key solution. The Energy and Transportation Directorate has their large all-staff meetings in a space that meets the equipment needs for both audio and visual. They also accommodate employees virtually that need their own tools. The 2024 Strategic Policy Division retreat was held in an accessible venue and offered full virtual participation.

Improved accessibility for virtual departmental events by providing simultaneous translation and sign language. The best practices for online meetings are being developed by the Public Affairs and Communications Branch. They have underlined that the lack of usage of a camera can be a barrier for people with hearing loss. On the other hand, using a camera could be a potential barrier for people who have anxiety.

6. Procurement of goods, services, and facilities

Ensuring goods, services and facilities are accessible by design and default. Improving the accessibility of tendering and procurement procedures.

• 6.1 Implementing accessibility verification for procurement of goods, services, and facilities

Progress:

The Procurement and Contracting Division supports implementing the Accessibility Plan. The Responsibility Centre Managers must identify how accessibility is considered in each requirement submitted to Procurement & Contracting.

Last October, a departmental communique from the Digital Services Branch was issued to all Section 34 managers and administrative support teams, including a reference to accessibility.

• 6.2 Assessing, identifying, and improving processes to facilitate an effective and rapid procurement for accommodation-related tools

Progress:

Managers can get financial support from the departmental central duty to accommodate fund. This fund assists by defraying costs associated with unusually expensive accommodation needs for employees or candidates. The purpose of that centralized fund is to provide appropriate accommodation in a timely manner. The centralized accommodation model program being developed aims to add efficiency in purchasing accommodation-related tools.

The Accessibility at Work team supports employees and managers to identify reasonable solutions to meet the employer’s responsibility under duty to accommodate. They also collaborate with internal services, such as the Procurement and Contracting Division. Employees are accommodated based on their needs. The managers support them through the purchase of the required equipment to allow them to complete their tasks. Managers are responsible for making sure that all employees have access to accommodation related tools for their home offices.

The Digital Services Branch added a message in the purchase approval email. It explains the importance of completing the goods receipt when managers are requested to avoid delays in equipment.

7. Design and Delivery of Programs and Services

Equip employees to design and deliver accessible programs and services, including policies.

• 7.1 Including consideration of disability and accessibility to eliminate negative impact of policies and programs on persons with disabilities when designing, developing, and updating policies and programs

Progress:

The Equity, Diversity and Inclusion Committee of the Legal Services Branch has been driving different discussions. They identify and find solutions to reduce barriers. They identify potential new barriers relating to accessibility matters within the Legal Services Unit. As new tools are developed following the accessibility standards, employees from the unit are encouraged to adapt or modify the communications. They work with employees in relation to accessibility needs.

The Branch Coordination Directorate of the Environmental Protection Branch and the Accessibility Representative have held a discussion with the Strategic Policy Branch. The goal was to see if they could use an accessibility lens in the GBA+ (Gender-based Analysis Plus) process. Since it is not possible, the Accessibility Representative is working on a plan to form a working group. This group will identify ways to include accessibility in the external facing programs and regulatory development. The final goal of the working group is to develop a checklist like the one used in the GBA+ process. It will take into consideration the accessibility from the perspective of Canadians in the design process.

• 7.2 Assessing the accessibility of services, programs, and policies

Progress:

ECCC continues to integrate Gender-Based Analysis Plus (GBA+) into its policy, program, and service delivery products. After assessing the departmental consideration of GBA+, there has been the revelation that there is an inconsistency of understanding across branches and program areas of the assessment and the end goal. The inequity in the composition of the public service and how we serve the Canadians is a systemic issue. A Report of a GBA+ survey that was distributed in the fall of 2023 is expected to be released in Winter 2025.

The Centre of Expertise (CoE) engages branches and acts through the Branch Advisory Network. It identifies branch gaps and needs in the application of the GBA Plus process. The network works on spreading engagement and refreshing memberships through 2024.

It identifies opportunities to strengthen GBA+, including the consideration of accessibility. In addition, the CoE engages with the Accessibility Secretariat. It identifies ways for better and more consistent advice related to accessibility throughout the policy development process. As part of this work, the CoE compiles and curates existing accessibility sources and tools. It circulates this information to the branches through the Branch Advisory Network.

• 7.3 Identifying corrective measures to be included in the updates to the Departmental Accessibility Plan

Progress:

There have been many talks already about the update of the Departmental Accessibility Plan for next year during the Accessibility Advisory Committee. Branches are starting their planning and thinking process. ECCC will start the development process of the updated plan early in 2025.

• 7.4 Applying identified corrective measures to remove barriers and prevent the creation of new barriers

Progress:

Employee safety is our priority. Self-identification allows us to develop and implement a plan to ensure everyone’s safety in the event of an emergency.

The reporting guidance Departmental Sustainable Development Strategy (DSDS) was revised. The goal is to improve accessibility for staff preparing the DSDS reports. Internal collaboration is ongoing. The goal is to ensure that online materials meet the accessibility standards.

The Freshwater team in the Strategic Policy Branch continue seeking the improvement of their online tools and products. Their improvements keep on supporting accessibility.

8. Transportation

While ECCC does not offer transportation services to Canadians, various transportation vehicles are utilized at various sites. Public transportation is used by employees for business purposes.

• 8.1 Acquire accessible electric vans such as Envirobus shuttle vans that will circulate between the two largest ECCC buildings in the National Capital Region

Progress:

Due to the decrease in the use of this shuttle service, the Envirobus service is no longer offered as of September 2024. Employees have access to taxi vouchers and can use an accessible taxi.

• 8.2 Assessing and identifying the processes that could identify accessibility needs when it comes to transportation matters, such as those relating to fleet vehicles

Progress:

The purpose of this action is to prevent the creation of barriers. There was no barrier identified regarding the vehicles of the fleet in both 2023 and 2024. There is an ongoing collaboration with programs by providing recommendations when there are accessibility requirements for fleet vehicles.

• 8.3 Ensuring that employees with disabilities have appropriate accommodation measures in place to remove barriers when travelling for business

Progress:

The Accessibility at Work team is there to provide support to management and employees. They identify workable solutions and measures to prevent. The centralized fund for accommodation can be used for travel accommodations. The centralized accommodation model program being developed aims to improve efficiency.

The Corporate Services and Finance Branch is collaborating with Accessibility and programs on this sensitive subject. 

9. Broadcasting

The Meteorological Service of Canada (MSC) leads the development of weather and related environmental programs, prediction models and diffusion of information to meet the needs of Canadians. This includes the provision of weather, ice, and other environmental prediction information to support Canadian operations. It manages the delivery of our information using a large range of mechanisms. MSC improves the delivery of our services through regular collection of feedback, assessment of client needs and strategic partnerships.

ECCC is the Authoritative Source of Weather Alerts 24/7.

• 9.1 Broadcasting weather information to equip Canadians, regardless of their disabilities, to make informed decisions according to the weather

Progress:

National Public Alerting System (publicsafety.gc.ca) (NPAS) coordinates tornado alerts, and some severe alerts being broadcast intrusive. ECCC does not own or control those broadcast intrusive platforms. MSC is active in horizontal initiatives, so a wide range of platforms diffuse weather alerts. MSC continues to be an important contributor to NPAS.

• 9.2 Continuing to comply with the Accessible Canada Act, with the Broadcasting Act and with the Treasury Board Secretariat standards for web accessibility

Progress:

WeatherCAN app released its 2.0 version in summer 2024. This is the biggest visual change WeatherCAN has had since its first launch in February 2019. ECCC procured professional service to examine the interface and user experience (UI/UX). The contractor evaluated the WeatherCAN app against Web content accessibility guidelines (WCAG) 2.1. Note that there is currently no standard on accessibility for mobile applications by Treasury Board Secretariat. Web accessibility standard is at WCAG 2.0 AA level.

For Alert Ready, texts provided have a readability of grade 5.

• 9.3 Providing programming accessible by disabled persons should be provided within the Canadian broadcasting system as resources become available for the purpose

Progress:

Our website and WeatherCAN app test accessibility with each release. This means that we test our website and app against accessibility tools that comes with browsers and phones. We test functions such as VoiceOver, Zoom and others. ECCC used a contracted professional service to evaluate the user interface and user experience (UI/UX) against aspects in WCAG 2.1 for the WeatherCAN app. This is to go above the current WCAG 2.0 standard.

• 9.4 Monitoring and maintaining the broadcasting network and responding to public feedback about all MSC’s dissemination channels, including temporary accessibility issues on the weather.gc.ca website

Progress:

We continue to maintain the Weatheradio Network and the Hello Weather automated telephone system. They are platforms serving weather observation, forecast and alert information using voice technology. These platforms remain as alternative ways to access weather information on visual platforms such as web and app.

• 9.5 Continuing to implement additional tables and descriptions to increase the accessibility of elements that are currently exempted from web accessibility standards

Progress:

Under the Standard on Web Accessibility, the interactive map is exempted. Use of tables and texts summaries of weather forecasts and alerts as an alternate format to the interactive map.

Consultations

Under the ACA, the regulated entity must consult persons with disabilities in the preparation of its accessibility plan, and every updated version of its accessibility plan, as well as its progress reports. The accessibility plan must set out the way the regulated entity consulted persons with disabilities in the preparation of the plan.

Consultations preparing the progress report

Consultation and collaboration with the Employee Accessibility Network (EAN)

Sustained collaboration with the Employee Accessibility Network (EAN) is essential to improve accessibility in our department. We consult them by different means, such as electronic, and anonymous forms, emails, and through virtual meetings. The EAN unites 175 members that are persons with disabilities or allies to accessibility.

We met with the members of the EAN to consult them in the preparation of our second progress report. They provided their information that was integrated into this report.

Consultations results

In support of the implementation of the ECCC Accessibility Plan, we conducted the following consultations.

Consulting the EAN

The Employee Accessibility Network offered (EAN) more internal and external consultations throughout 2024. Participation in more than 60 meetings, such as communities of practices, working groups, various consultations, etc. The EAN offers quarterly meetings for their members as well as assisting employees. The network consulted on the ECCC Values and Ethics Code. The coordinators and champions also participated in a discussion with the Clerk of the Privy Council. The discussion was about the Values and Ethics Code. They also had the chance to give their feedback on the review of the 2021-2024 DIEE strategy. The network also participated in a consultation for the revision of the Employment Equity Act. The EAN commented on the accessibility of training at ECCC. Finally, they participated in consultations within the department. Some of those are the SPB Management, the Carbon Market Bureau and CWS. In total, they consulted with 15 internal divisions.

The Employee Accessibility Network also participates in a lot of events. In those, there is the panel “The Ability in Accessibility”. They also offered a workshop regarding Human Rights and Accessibility legislation. This workshop also included information on the Duty to Accommodate. The network also offered an event for tax implications for employees with disabilities. The EAN organized the Sub-Working group for Neurodivergent employees. Finally, the EAN has collaborated with other Employee Disability Networks from different departments. 

Pulse Check Survey

A pulse check survey took place in June 2024. The people answering the survey are members of the Interdepartmental Accessibility Community of Practice. The goal of the survey was to understand the impact on the members of the updated Direction on presence in the workplace. Over 360 members completed the questionnaires. The answers are analyzed by the PSPC Accessibility office and Office of the DMC (Deputy Minister Champion). Overall, a few subjects were underlined as standing out:

• Remote work as an accommodation is not granted to some members
• The department could be more transparent and consistent in the communications
• The accommodation process is slow
• The need for a middle manager is proven by the lack of communication and accommodation

ECCC accessibility survey

The Accessibility Secretariat is reviewing and updating the questions for the next round to obtain a better response rate.

Exit questionnaires

Between September 30, 2023 and September 30, 2024, 481 employees completed the exit questionnaire when they left the Department. Out of those, 51 respondents self-identified as a person with a disability.

• Eight out of ten (78%) responded they felt comfortable using formal and informal mechanisms. If they wanted to report a workplace concern, they would, in confidence and without fear of reprisal. Recourses listed include notices of occurrence regarding harassment and violence, staffing complaints, grievance, and disclosure of wrongdoing
• 69% considered that the staffing processes were fair and equitable
• 58% felt that they were adequately involved in decision-making. There was a decrease of 6% in that response compared to exit questionnaires from September 30, 2022 to September 30, 2023 (64%)

Summary of the consultations results

The above consultations results helped ECCC monitor progress.

Consultations for the Accessibility Plan

Preparing the update of the ECCC Accessibility Plan also involves preparing consultations with persons with disabilities. We are planning to further consult persons with disabilities to identify, remove and prevent barriers under each area under Section 5 of the Accessible Canada Act. We will take the time to consult with persons with disabilities. We will link feedback received to barriers, to the areas under Section 5 and finally to our policies, programs, practices, and services. We will consult as well with persons with disabilities and subject-matter experts to learn about best practices and how to improve accessibility.

Feedback

Feedback received

From January 1, 2024, to October 25, 2024, ECCC received one request for alternate format of the ECCC Progress Report on the implementation of the Accessibility Plan.

From January 1, 2024, to October 25, 2024, ECCC received three emails from employees through the Accessibility Feedback Process. One requested grammar and orthograph verification software. In response, the Accessibility Secretariat shared the procedure to acquire adaptive software and referred them to internal support services. The other gave feedback on the redesign of a floor in one building. Their comments and ideas were shared with the regional Facilities team. The third requested support on the implementation of paragraph 36(2) of the Public Service Employment Act. Their feedback is transmitted to the corporate staffing team to obtain guidance on merit criteria wording and assessment.

From October 1, 2023, to September 30, 2024, the Accessibility at Work single window of services received 261 requests. Most requested information on the accommodation process. Employees met with an accommodation advisor alone or with their supervisor. They learned about describing barriers and solutions using the GC Workplace Accessibility Passport. This is a large increase compared to the 109 requests received in 2023, and the 39 received in 2023.

The Accessibility Secretariat addresses the feedback received by referring to the proper internal services. The actions are prioritized to consider the feedback received.

Feedback gaps

We have not received any feedback from the public during the past year.

We will work to assess how we could improve the promoting of our Accessibility Plan and Feedback Process. The objective is that the public, including employees, would direct their feedback through our Accessibility Feedback Process.