Language selection

Search


Accessibility Plan (2023 to 2025): Guiding principles and pillar 1 to pillar 3

Accessibility plan

Given the complexity of the CBSA, each pillar of work is led by a sub-working group that reports to a committee of senior leaders within the CBSA. Together, these leaders form the Director General level Accessibility Task Force. Working with the Culture Directorate, considerations are also given to the potential impacts of each pillar’s plans and activities on the CBSA’s organizational culture.

To date, our efforts have primarily been focused on assessing and identifying barriers, hosting consultations, developing action plans to address the gaps and initiating the training for our front line officers as per requirements from the accessible transportation regulations. Our accessibility plan will be a living document that will evolve as we learn more about the challenges that persons with disabilities face.

The following sections provide an overview of our goals and what we hope to accomplish over the next 3 years across the 7 priority areas. Annual reports will be shared to assess our progress against these commitments.

Guiding principles

In developing our action plans, all pillars have used the following principles:

Nothing Without Us
Persons with disabilities are involved in the research, design, application and the continued improvement of the agency’s accessibility approach: “Inclusive by Design; Accessible by Default.”
Collaboration
Employees with disabilities, managers, colleagues and senior leaders from across CBSA will work together to identify, eliminate and prevent barriers. We will also draw from internal and external sources of expertise as appropriate.
Sustainability
Priority should be given to actions that support accessibility by design that is implementable, measurable and will lead to the most meaningful impacts.
Transparency
Openness, clear roles and responsibilities, cohesive and collaborative relationships as well as the use of plain-language are critical to the progress of the Action Plan.
Evidence
Identification, elimination and prevention of barriers should be informed by credible resources and data.

Pillar 1: Employment and employee experience

The CBSA has over 15,000 employees working across Canada and abroad. Approximately half of our employees work in operational areas such as air, land, rail, marine and postal. Those working in operational environments facilitate the legitimate movement of travellers and goods. Our frontline employees are proud to service millions of clients each year, welcoming people to Canada while carrying out complex enforcement operations to preserve Canadian prosperity, health and safety.

Our operations are supported by corporate and program areas which are responsible for the development and design of programs and services, as well as providing human resources, information technology, communications, and financial management services and advice. The diversity of our workforce represents one of our greatest strengths.

Recognizing that our employees are our greatest asset, the Employment pillar focuses on improving employee experience throughout an employee’s lifecycle. We have reimagined the workplace so that all employees feel included, receive training that is accessible, have the tools and support they need to succeed, and can ultimately bring their full potential to work. We have looked inward and examined our strengths and our weaknesses. Through a thorough analysis, we have a better understanding of our gaps, and are focused on closing these gaps while we remain aware that we have not yet discovered all our gaps nor fully understand all the barriers that persons with disabilities face in the workplace.

Central to our work is ensuring that we have a fully representative workforce. Currently, 4.3% of agency employees voluntarily self-identify as a person with disability, whereas the workforce availability is 9.4%. This may signify that there is a gap of up to 5.1% between our representation and what is available in the workforce. Numerically, this is equal to about 751 people. Recognizing that there is generally an under-reporting in this category, CBSA is committed to closing this gap through a combination of recruitment efforts and increased self-identification.

In 2020, we conducted an internal survey to better understand why employees do not self-identify, which is a voluntary process within the Federal Public Service. The 2 primary reasons included a lack of understanding of the purpose of self-identification, and secondly, a concern for potential repercussions to ones’ career opportunities. There were concerns with judgement and stigma, and their impact on work relationships and opportunities. Through our consultation process, we unpacked this further and understood that this was particularly challenging in a law-enforcement environment, where physical ability is seen as being valued. Furthermore, we learned that many employees who had disabilities did not want to self-identify because they felt like their disability was not a limitation at work. They were concerned that identifying would take away from someone who may need more support.

Our consultations have also provided us with insights into the barriers that job candidates face when applying to a government process. Eliminating these barriers will help to increase the potential talent pool so that more candidates have equitable opportunities to succeed. To close this gap, we will be focusing on the overall candidate and employee experience to ensure that all job seekers and employees can obtain the support they need to succeed.

Additionally, to align with accessible transportation regulations, we are ensuring that employees across the organization have access to training on inclusion and accessibility so that frontline officers and policy decision-making personnel are aware of someone’s rights. Training can contribute to a change in employees’ mindset toward one that recognizes the benefit of a truly accessible workplace and services.

Goals and performance measures

Over the next 3 years, the Human Resources Branch, which leads the Employment Pillar will focus on 3 major goals as outlined below.

  1. Representation: Increase representation of persons with disabilities to close workforce availability gaps

    Performance measures:

    1. Hire 330 persons with disabilities by
    2. Internal barriers in recruitment processes have been identified and reduced or eliminated by 2025
  2. Reducing stigma: Employees and job seekers trust the CBSA and feel comfortable to self-identify without fear of reprisal

    Performance measures:

    Self-identification rates increase to 80% by 2025 from 61% in 2022.

  3. Being inclusive by design: Employees and job seekers are provided with the tools, resources and support needed to contribute and perform at their full potential in an inclusive environment

    Performance measures:

    1. The agency has learned through engagement that too often the experience of a person with disability was dependent on the manager’s knowledge and support. Training for managers will be provided on how to identify barriers, and how to support employees with disabilities
    2. At least 80% of employees indicate that they have the equipment and tools needed to do their job
    3. Rate of harassment and discrimination indicated by persons with disabilities continues to decline
    4. The percentage of persons with disabilities report success in their career progress as a result of accessibility or accommodation support
    5. The percentage of employees with disabilities who feel a positive sense of belonging at work is equal to employees who do not report a disability
    6. The percentage of employees with disabilities who report confidence in their immediate supervisor is equal to the percentage of employees without disabilities

Barriers

To identify barriers, we have worked with the persons with disabilities community as well as collected information from a formal internal program review that was conducted of the staffing process by our Internal Audit Program Evaluation Directorate.

The barriers that job seekers and employees face in the space of employment span across policy, systems, and practices.

Job application process

The job application process within the Federal Public Service can be complicated and intimidating to job seekers. Job posters frequently have large volumes of screening questions, where questions may not be clear or use government jargon. This may inadvertently screen out candidates who are not familiar with how to complete these applications. Additionally, the Canada Jobs platform used is difficult to navigate with accessibility tools such as screen-readers etc. These factors can result in inadvertently screening out a candidate from a process, and disproportionately impact the persons with disabilities community.

Official languages requirements

Official language requirements are frequently described as a barrier to career mobility, and has a disproportionate impact on equity deserving groups. The current training courses are insufficient in terms of meeting the needs of a variety of disabilities, e.g. those with learning disabilities, speech impediments, or visual impairments.

Security screening

The security screening process is described as an intimidating process for many candidates, particularly those who may suffer from anxiety or other non-visible disabilities. Increased awareness of disabilities and its impact on candidates and job seekers is important to help mitigate and reduce the changes of inadvertently screening candidates out.

Unconscious bias

Unconscious bias results in an attitudinal barrier that is particularly problematic for persons with disabilities. Unconscious bias can show in all stages of an employees’ life cycle and can have an impact on an employee’s sense of belonging, their confidence, their ability to trust the organization, and their ability to advance their careers. CBSA has worked hard to increase awareness around unconscious bias, and has implemented training for all hiring managers. At the end of fiscal year 2022-23, close to 95% of hiring managers will have completed a 2-hour training course on unconscious bias. Additionally, starting September 2022, the CBSA has rolled out the mandatory training Incorporating Practices of Anti-Racism and Allyship at the CBSA which provides increased awareness on important topics such as unconscious bias, micro-aggressions, and prejudice. This enhanced knowledge and awareness in the organization will also benefit the persons with disabilities community.

The accommodation process

The duty to accommodate (DTA) refers to the obligation of the employer to take steps to eliminate disadvantages to employees and candidates resulting from a rule, practice or physical barrier that has, or may have, an adverse impact on individuals or groups described by the prohibited grounds in the Canadian Human Rights Act.

The DTA process, which is managed by the Accommodation and Disability Management Advisors, is a joint effort, requiring the participation of both the employee and employer, in order to identify the employee’s limitations and establish an accommodation where feasible taking into account, health, safety and cost to the employer.

There is a nuanced distinction between DTA and accessibility. Accessibility is not case-specific, rather, it is the employer’s responsibility to ensure that all employees have barrier-free access to information, programs, infrastructure, and tools as guided by the principals set out in the Accessible Canada Act. The AO at the CBSA is working with partners to help make certain workplace adaptations more accessible, such as the provision of ergonomic equipment or adaptive technologies.

Should an employee disclose a personal circumstance that prevents them from carrying out the full range of their duties, above and beyond what is already established within the parameters of accessibility, they would be required to submit a formal accommodation request.

The DTA process may seem bureaucratic to employees at times. There are often several layers of approvals and forms required, which can sometimes lead employees to believe that they are being a burden to their organization.

Recently, in consultation with the unions, the DTA team has updated the DTA Policy and created a Guide for Employees, which outlines the DTA process from start to finish. They are currently working on simplifying the forms to avoid unnecessary back and forth and various levels of approval.

The creation of the AO at CBSA can further mitigate confusion with the DTA process by ensuring that the DTA team is aware of the identified barriers and have the tools and Advisors in place to address them.

As the team responsible for DTA is nationalized, the management of these DTA requests is already centralized. The DTA team will be responsible for exploring the feasibility of the GC Accessibility Passport at CBSA and making a recommendation on implementation while taking into consideration the organization’s unique operational environment.

Training and development

The current training and development course offerings are not entirely accessible to all employees who have diverse learning needs. One of the positive outcomes during the pandemic was the introduction of more virtual learning opportunities. Virtual facilitated courses also helped those with general social anxiety as there was limited pressure to interact with others. While the CBSA has its own language school, it is not adequately equipped to serve employees with diverse needs, and relies on contracted resources to provide these services. The Training and Learning Solutions Division and the CBSA College have processes already in place should any accommodations be required due to learning disability situations.

Action plan

In , the Human Resources Branch established an Accessibility Office for the CBSA. This office is responsible for supporting the DG level Accessibility Taskforce and is the governing body overseeing the CBSA Accessibility Action Plan and future progress reports.

The Accessibility Office in collaboration with the Accessibility and Adaptive Technology Program, signed a service level agreement with Shared Services Canada’s Accessibility, Accommodation and Adaptive Computer Technology program in . This has advanced CBSA’s ability to address and close opened tickets for employees who have been waiting for adaptive software, and/or equipment.

This office in collaboration with the Culture team has completed numerous consultation sessions with employees across the organization. Consultations will continue and will be an ongoing activity conducted with the developments of our action plans and progress reports.

Item description Office primary interest (OPI) Timeframe
Complete a review of staffing practices in employee equity recruitment to identify potential barriers and gaps. Internal Audit Program Evaluation Directorate (IAPED) Completed
90% of sub-delegated hiring managers complete mandatory unconscious bias training. Human Resources Branch (HRB) Completed
Establish numerical hiring targets at the branch and regional levels for persons with disabilities and integrate targets into business plans. Agency management Completed
Develop a strategy and action plan to close the representation gap for persons with disabilities at CBSA HRB Completed
Deliver “Incorporating the Practices of Anti-Racism and Allyship” to help better understand unconscious bias, prejudice and to build allyship for equity deserving groups HRB Ongoing
Share and promote information and resources for the recruitment and hiring of people with disabilities. HRB Ongoing
Launch self-identification campaign to improve information and education about diverse groups, including employees with disabilities and what self-id does to assist an organization’s ability to provide resources. HRB 2022 to 2023 (Q4)
Complete the journey map project, onboarding employees with disabilities to identify strengths and weaknesses from the perspective of employees with disabilities. HRB 2023 to 2024 (Q2)
Develop a process to measure and reduce wait times for workplace accommodations that are not considered formal Duty to Accommodation requests. HRB 2023 to 2024 (Q3)
Adjust CBSA staffing frameworks, departmental HR practices and assessment approaches to ensure barriers to accessibility are removed. HRB 2023 to 2024 (Q4)
Conduct employment equity analysis and benchmarking of hiring, promotion and retention rates for employees with disabilities. HRB 2023 to 2024 (Q4)
Hire an external organization to complete the Employment Systems Review. HRB 2022 to 2023 (Q4)
Design sponsorship and mentoring programs for employees with disabilities. HRB 2024 to 2025 (Q1)
Develop an action plan to consult and potentially implement the GC Workplace Accessibility Passport at CBSA. HRB 2024 to 2025 (Q3)
Design tools and job aids for managers learning to support employees with disabilities. HRB 2024 to 2025 (Q1)

Pillar 2: Built environment

The CBSA has a vast physical footprint of office and operational spaces (air, land, rail, marine and postal) that are either owned by the crown or leased through owner-operator arrangements. The plan for the built environment is focused on establishing a strong foundation of planning, collaboration and developing clear targets with Public Service Procurement of Canada (PSPC) and owner operators. This will allow CBSA to be well placed to reduce barriers in the federal workplace, which will benefit employees as well as the public they serve.

Given the complexity of CBSA’s operations, considerable planning is required to develop a long-term strategy that will ensure meeting and exceeding accessibility standards by 2040. This initial plan is focused on completing a diagnosis of our spaces so that we can improve the information sources and data integrity needed to make decisions. Through more reliable information, we will be better able to understand the barriers that our employees and clients face. The approach will be to begin with completing accessibility audits in our spaces and then use the findings to develop more precise action plans over the coming years.

The scope of the built environment’s plan is for CBSA to be barrier free which includes CBSA’s office portfolio and operational sites. For this to take place, CBSA will ensure:

  • Physical spaces accessed by the public will be compliant wherever possible as per CSA’s Group’s Accessible Design for the Built Environment (CSA B651-18)
  • An assessment of CBSA’s real property portfolio will be initiated to guide investments
  • To advance on CBSA’s National Accommodations Strategy which aims to meet the latest workplace design standards (GCworkplace) in CBSA offices, which includes design principles that incorporate barrier-free accommodations in federal workplaces

The outcomes of this plan will allow the CBSA to better define major capital projects and initiatives in future needs so that we can better serve our employees and our clients.

Goals and performance measures

The CBSA is committed to having barrier-free spaces by 2040. In support of this, there are 5 long-term outcomes that will be met:

  1. Clients and employees of the CBSA have barrier-free access to and use of the federally owned and leased built environment
  2. Agency employees are equipped with accessible workplace accommodations that enable them to succeed
  3. Managers are equipped and know how to support employees who need adjustments to their workplace conditions to be more accessible and inclusive
  4. CBSA clients (travelling public, importers, etc.) have equitable access to buildings and infrastructure
  5. CBSA buildings meet and exceed federal accessibility standards

Over the next 3 years, we will focus on the following key goals.

  1. Collect accessibility data

    Performance measures:

    1. 28% increase per year of Building Condition Reports’ (BCR) accessibility audit data for agency owned buildings
    2. Complete the data collection process by 2025 to 2026
  2. Increase accessibility of space

    Performance measures:

    1. 2,000 square meters increase per year (based on current funding levels) of the agency’s office portfolio that meets GCworkplace standards, which have accessible office design built in
    2. 10% increase per year of the agency’s tactile signage
  3. Build a barrier-free agency (be inclusive by design)

    Performance measures:

    1. 75% of National Real Property and Accommodations (NRPA) target audience have completed training on accessibility
    2. Complete annual review of processes with Built Environment Working Group in facilities nationally

Barriers

The built environment plays a key role in creating inclusive spaces for work and service delivery. While CBSA strives to ensure that the built environment is accessible, it recognizes that there are still barriers that limit an employee’s ability to bring their best to work, and services and programs remain inaccessible in some instances. Inclusive spaces that will be created to minimize barriers in the built environment include:

Flexible office spaces and building systems

Enclosed and open office spaces have an impact in creating a barrier-free environment. For example, one can experience conditions that result in sensory overload, increased levels of distractions in an open office. Others can feel secluded and in need of collaboration in enclosed workplaces. Employees with non-visible disabilities (examples: environmental sensitivities, chronic pain, anxiety, autism, ADHD etc.) are disproportionately impacted by the different types of work environments. Creating flexible office spaces equips the agency with strategies and tools (examples: noise cancelling headphones, cubicle walls, dimmable lights, natural lights etc.) that will reduce barriers in the workplace. Base building systems that operate in a physical space can also be adjusted to minimize sensory barriers. For example, HVAC systems should not create noise that can impede the ability to hear. Base building related emergency alarm systems should not only be audible, but also visible for people who are hearing impaired.

Doors and entrances

Persons with disabilities report challenges such as lack of automatic door openers, ramps, poor signage and way-finding. Additionally, width of entrances can also be a barrier if too narrow. This is particularly a challenge in older buildings. Issues are being resolved as buildings and work spaces are being redesigned to be accessible and inclusive with GC workplace standards.

Parking spaces

Parking spaces is another common barrier for both employees and the public. There is a need to have sufficient parking spaces for people with mobility challenges. As parking is often controlled by a third-party, CBSA does not have full control over parking availability. Establishing clearer expectations and collaborating with service providers is key in making sure that parking spaces are accessible.

Fixed surface heights

Fixed surface heights such as counters or desks can act as barriers for clients and employees with wheel chairs or walking aids. The lack of adaptive spaces limits the accessibility to services and also creates other attitudinal barriers. For example, when kitchen spaces are only created for people who can stand, folks who have height limitations will require support from others to access their food. This can hurt an individual’s sense of independence and dignity.

Action plan

The CBSA has integrated a number of accessibility considerations in the design of its office spaces and operational environments, and works closely with owner-operators to ensure that federal regulations are met or exceeded.

The pandemic offered a rare opportunity for us to reimagine and re-engineer our workplaces to be more inclusive and support the diverse organizational needs. Over the last 2 years, our teams have worked on numerous office fit-up and redesign projects that have accessibility and inclusion considerations as a guiding principle.

Some examples of actions taken to-date include:

  • Installed additional push buttons for automatic door openers at Place Vanier in Ottawa for access into work areas to go above standards
  • Installed push buttons for access and panic buttons for accessible washrooms in Sir Richard Scott building in Ottawa
  • GCworkplace fit up projects completed at 4 major office locations across Canada including in Halifax, Calgary, Ottawa and Vancouver

While we have made progress in some office environments, continued investments are needed to complete the required work which includes the completion of accessibility audits and working with our stakeholders to develop the necessary plans.

The following action plan items will support us in developing a longer term plan for creating truly barrier free built environments.

Priority 1: Collect accessibility data
Item description Office of primary interest Timeframe
Include Accessibility Audits in Building Condition Reports for CBSA owned facilities as part of the Real Property Investment Planning Cycle. Finance and Corporate Management Branch (FCMB), NRPA 2023 to 2025
Determine which section 6 facilities need upgrades to be barrier free facilities. FCMB, NRPA 2024 to 2025 (Q4)
Priority 2: Increase accessibility of space
Item description Office of primary interest Timeframe
Develop multi-year investment plan identifying incremental funding requirement. FCMB, NRPA 2023 to 2025
Increasing annually the amount of CBSA office spaces that meet current office standards (using existing funding). FCMB, NRPA 2023 to 2025
Advance planning for the National Capital Region (NCR) office accommodations plan in Ottawa which will help CBSA increase accessible office space. FCMB, NRPA 2023 to 2025
Establish a target for the increase in accessible space in CBSA owned operational facilities (using existing funding). FCMB, NRPA working with Major Projects Office 2023 to 2025
Advance the deployment of partial tactile signage. FCMB, NRPA 2023 to 2025
Priority 3: Build a barrier-free agency
Item description Office of primary interest Timeframe
Identify areas to exceed accessibility standards in CBSA owned facilities. FCMB, Major Projects Office (Land Border Crossing Project) – contingent on funding 2023 to 2025
Review policies and processes for potential barriers and additions to this plan. FCMB, NRPA 2023 to 2025
Identify opportunities to meet accessibility standards prior to GCworkplace transition. FCMB, NRPA 2023 to 2025
Identify opportunities to update CBSA Real Property Training Standards to include a course(s) on Accessibility from a technical perspective. FCMB, NRPA 2023 to 2025

Pillar 3: Procurement of goods, services and facilities

The procurement of accessible goods and services plays a key role in building a culture and environment that is inclusive by design. Procurement of the goods, tools and services we use every day in our workplace is an investment, and we are committed to ensuring that our investments work towards removing barriers for others.

Procurement activities in the public service is a highly regulated area of work and is led by Public Service Procurement of Canada (PSPC). The PSPC has provided great leadership in this space by supporting the community of practice through resources and strengthened guidelines on accessibility.

The key players in accessible procurement include the business owners, or the technical authority and the contract authority. Business owners are responsible for ensuring accessibility is included at the outset for goods, services and construction. This will ensure that deliverables incorporate accessibility features. Contract authorities validate and ensure that business owners have thought through all contracting considerations for a fair and transparent process, including the inclusion of accessibility factors.

Goals and performance measures

Over the next 3 years, we will be focusing on the following goals:

  1. All procurement officers and procurement staff take accessible procurement training

    Performance measures:

    1. Targeted 100% of procurement specialists and delegated managers have taken required training on accessible procurement but in a phased approach during the 3 years:
      1. Currently: 75%
      2. 2023 to 2024: 85%
      3. 2024 to 2025: 90%
      4. 2025 to 2026: 100%
  2. Procurement practices are accessible, are aligned and compliant to standards and guidelines (Treasury Board Directive on Accessible Procurement)

    Performance measures:

    Processes have been reviewed, proposed changes to be implemented by 2025.

  3. Business owners are informed and understand their obligations to consider accessibility in their procurement decisions

    Performance measures:

    1. Accessibility exemptions are used in exceptional circumstances (case by case), and are well documented to ensure transparency
    2. The Treasury Board Secretariat accessibility attestation form is included in procurement files

Barriers

The barriers in the procurement system are primarily associated with attitudes, practices and the tools used.

Timing and planning

Procurement processes can often take a long time to complete and require significant planning, especially if they are high-value in nature. Time constraints and operational pressures can result in a lack of thoughtful planning which impacts our ability to support accessibility goals. The CBSA has a robust Integrated Business Planning (IBP) process in place which seeks to identify major procurement activities early, allowing for more inclusive planning.

Market availability

The number of suppliers available to deliver accessible goods and services can be limited. This impedes the timely delivery of accessible goods, services and construction projects. It is expected that market capacity will grow over time as accessibility criteria continues to be incorporated in requests for proposals and accessibility standards are identified.

Awareness and knowledge

The lack of awareness and knowledge around accessible considerations in procurement ultimately creates barriers for employees and clients, as products, services and facilities may not be accessible. The introduction of both formal and informal training and learning opportunities will increase awareness. These desired behaviours will also be reinforced through practices that are inclusive by design, for example through the integration of the Treasury Board Secretariat accessibility attestation form.

Action plan

  1. Develop tools and resources for managers with suggested contract clauses that consider accessibility for inclusion

    Finance and Corporate Management Branch (FCMB) will lead this work between 2023 and 2025:

    1. Support clients in the review of requirements and provide advice that considers accessibility
    2. Add accessibility clauses in CBSA contracts
    3. Implement and apply guidelines provided by PSPC on Accessible Procurement
    4. Adopt the Treasury Board Secretariat accessibility attestation form as a standard requirement
  2. Launch engagement and outreach activities to educate and advise clients on accessibility requirements

    FCMB and Human Resources Branch (HRB) will lead this work from 2023 ongoingly.

  3. Implement required training for procurement specialists and managers on accessible procurement

    FCMB and Human Resources Branch (HRB) will lead this work from 2023 to 2025:

    1. Addressing Disability Inclusion and Barriers to Accessibility (CSPS INC115)
    2. Disability management and workplace wellness (CSPS INC120)
  4. Review procurement systems and tools to ensure accessibility for users

    FCMB and Human Resources Branch (HRB) will lead this work from 2023 to 2025

  5. Add accessibility provisions directly in all (if and where able) systems so that it becomes systematic

    FCMB and Human Resources Branch (HRB) will lead this work from 2023 to 2025.

Date modified: