Veterans Affairs Canada's website is under maintenance. If you are experiencing any issues, please contact us. We apologize for the inconvenience this may cause.

2.0 Areas described under section 5 of the Act

2.1 Employment

Desired outcomes:

  • Job seekers with disabilities see VAC as a workplace of choice.
  • Job seekers and public servants with disabilities have access to employment opportunities at VAC and can contribute to their full potential.

Tracking:

Progress toward these outcomes, including improved recruitment, retention and promotion of persons with disabilities, will be measured by referencing data sources such as, the Public Service Employee Survey, VAC’s Employee Pulse Survey and VAC’s Workforce Statistics.

2.1.1 Employment barrier #1

  • Persons with disabilities are under-represented in VAC’s hiring, acting appointments, and promotions, and are over-represented in departures. This may be due to one or more of the following factors:
    • persons with disabilities having difficulties with, and higher drop-off rates in, selection processes (as compared to persons without disabilities)
    • lack of skill development opportunities for persons with disabilities, including language training, to support career growth and development
    • persons with disabilities not self-identifying
    • VAC not being perceived as an accessible and inclusive workplace

Action for employment barrier #1

  • Develop VAC-specific tools for more accessible and inclusive hiring with the goal of closing the representation gaps for people with disabilities:
    • Plan a “just in time” unconscious bias tool that VAC’s assessment board members and hiring managers can review prior to making staffing decisions.
    • Implement an “Attestation of Impartiality and Diversity Form”, where selection board members can document that they belong to equity seeking communities.
    • Create a repository including the names of qualified equity-seeking community members who are interested in participating in assessment boards.
    • Develop an “Articulation of Selection Decision Form” highlighting key employment equity considerations in the selection of candidates.
    • Identify three Accommodation Assessment Ambassadors among staffing advisors to support hiring managers in offering timely and appropriate accommodation measures during staffing processes.
      • Completed by: June 2023
      • Roles and responsibilities: Chief Financial Officer and Corporate Services (CFOCS) Branch

Action for employment barrier #1

  • Tailor initiatives to support recruitment and career development of persons with disabilities:
    • Create a fully qualified EX minus 1 pool tailored to recruit members of certain equity-seeking communities, including persons with disabilities.
    • Coordinate sessions with the VAC Managers Network to promote diverse and inclusive staffing practices, including the demystifying of common myths associated with the recruitment of persons with disabilities.
      • Completed by: June 2023
      • Roles and responsibilities: CFOCS Branch

Action for employment barrier #1

  • Promote VAC as an inclusive workplace for employees with disabilities:
    • Launch a self-identification campaign.
    • Undertake a review of language used in recruitment communications to ensure it is welcoming, accessible, and inclusive.
    • Launch a learning series on “How to Apply on a Process” for all employees, including a session tailored to persons with disabilities.
    • Undertake a review of onboarding to ensure they include links to accessibility-related supports, and how to obtain them.
      • Completed by: June 2023
      • Roles and responsibilities: CFOCS Branch

2.1.2 Employment barrier #2

  • The process for employees to obtain accommodations or tools and resources needed at work is complex. This also impacts managers, who do not feel equipped to recruit, develop and support persons with disabilities.

Action for employment barrier #2

  • Finalize the business case including resource requirements, roles, processes, tools, and partnerships for a Disability Management Unit at VAC that will introduce an improved and centrally coordinated approach to employee disability management, duty to accommodate, long term disability, workers compensation and return to work, using a case management approach.
  • Create a Duty to Accommodate checklist for managers which includes links to resources, policies, practices and guidelines. Guidelines should include expected timeframes.
  • Create FAQs to demystify the Duty to Accommodate process for employees and managers, offering tips on what is necessary for efficient approvals of DTA requests, and how/where to seek support to prepare for the conversations.
  • Develop a learning plan and process to share and promote – and in some cases, make mandatory – tools and courses related to the Duty To Accommodate, such as: the Canada School of Public Service’s course on “Disability Management and Workplace Wellness” and the GC Workplace Accessibility Passport Conversation Guide. Activities will include an annual DTA accommodation information session in partnership with the VAC Managers’ Network, email reminders (timing linked with the performance cycle) and management team DTA training offered by Labour Relations.
  • Create a process to ask employees about their accommodation and equipment needs.
  • Implement the GC Workplace Accessibility Passport, and reduce accommodations related document requests to candidates when documents may not be required (or requirements can be minimized).
    • Completed by: December 2023
    • Roles and responsibilities: CFOCS Branch

2.1.3 Employment barrier #3

  • Managers may not consider operational requirements and related accessibility barriers when hiring persons with disabilities.

Action for employment barrier #3

  • Create a process to ensure managers consider operational requirements and related accessibility barriers when hiring persons with disabilities, including through education and awareness.
  • Provide hiring managers with a list of third-party software and indicate whether the software is accessible. Provide alternatives as available.
    • Completed by: December 2023
    • Roles and responsibilities: CFOCS Branch

2.2 The built environment

Desired outcome:

  • VAC’s built environments are barrier-free.

Tracking:

Progress toward this outcome will be measured by referencing data sources such as the Public Service Employee Survey, VAC’s Employee Pulse Survey, and Visitor Satisfaction Surveys conducted at the Canadian National Vimy Memorial and the Beaumont-Hamel Newfoundland Memorial, among others.

2.2.1 The built environment barrier #1

  • Workspaces are not always set up with specialized ergonomic equipment in a timely manner.

Action for the built environment barrier #1

  • Create, maintain and stock inventory of ergonomic equipment to facilitate distribution.
    • Completed by: June 2023
    • Roles and responsibilities: CFOCS Branch

2.2.2 The built environment barrier #2

  • Persons with disabilities who visit and/or work in VAC offices (whether departmental employees, clients, or other members of the public) have identified physical and/or architectural barriers including situations of, for example, uncomfortable seating, poor ramps, inaccessible signage and inaccessible parking.

Action for the built environment barrier #2

  • Create a process to collect ongoing feedback from persons with disabilities (internal and external) on accessibility issues related to the built environment.
    • Completed by: December 2023
    • Roles and responsibilities: CFOCS Branch, Service Delivery (SD) Branch, and Public Services and Procurement Canada (PSPC)

2.2.3 The built environment barrier #3

  • Safety equipment (e.g., plexiglass in area offices) installed to protect employees may have an aggravating effect on some persons with disabilities.

Action for the built environment barrier #3

  • Engage third-party specialists to assess the impact of employee safety equipment on persons with disabilities and identify options for more accessible equipment.
    • Completed by: December 2024
    • Roles and responsibilities: CFOCS Branch

2.2.4 The built environment barrier #4

  • VAC’s emergency and business continuity procedures do not fully take into account accessibility (e.g., evacuation plans do not specifically address how to evacuate persons with disabilities).

Action for the built environment barrier #4

  • Review and evaluate VAC’s emergency and business continuity planning procedures to make them more accessible, while not compromising safety and complying with physical security directives.
    • Completed by: December 2023
    • Roles and responsibilities: CFOCS Branch, SD Branch

2.2.5 The built environment barrier #5

  • There are known accessibility barriers at VAC’s numerous commemorative sites in Canada and overseas. However, due to their historical value, modifications to these sites’ structures and features must be carefully considered in order to balance protection and preservation concerns.

Action for the built environment barrier #5

  • Engage appropriate expert(s) to assess accessibility requirements at VAC’s commemorative sites, beginning with a comprehensive accessibility assessment by experts in cultural resource management.
    • Completed by: June 2025
    • Roles and responsibilities: Commemoration and Public Affairs (CPA) Branch, CFOCS Branch, and experts (e.g., PSPC, contractor)

2.3 Information and Communication Technologies (ICT)

Desired outcome:

  • Veterans Affairs Canada’s information and communications technology is usable by all, regardless of ability.

Tracking:

Progress toward this outcome will be measured by referencing data sources such as the Government of Canada (GC) ICT Maturity Model and Scorecard and VAC’s Application Management Directorate’s Accessibility Progress Tool.

2.3.1 ICT barrier #1

  • VAC’s Client Service Delivery Network (CSDN), an integrated system that supports VAC employees in delivering departmental benefits and services, is not accessible. This legacy client data repository and processing system was built on older technology and cannot be brought to an accessible state.
  • CSDN’s current replacement is GCcase. Although it is more accessible than CSDN, GCcase is not fully accessible. GCcase is a version of Microsoft Dynamics Customer Relationship Management (CRM) hosted by PSPC. A newer version of Dynamics CRM promises to be more accessible.

Action for ICT barrier #1

  • Develop a plan (e.g., the CSDN Modernization Plan) to further modernize systems (e.g., CSDN and GCcase), including to make them more accessible.
    • Completed by: December 2023
    • Roles and responsibilities: CFOCS Branch

Action for ICT barrier #1

  • Implement a more accessible version of Microsoft Dynamics CRM at VAC, and migrate current systems to the new platforms.
    • Completed by: December 2024
    • Roles and responsibilities: CFOCS Branch

2.3.2 ICT barrier #2

  • Some web-based applications are not fully accessible. For instance, My VAC Account is not fully compliant with the European Standard (EN 301 549). EN 301 549 is the European Union (EU) standard that pertains to digital accessibility that TBS is adopting for ICT. This standard mandates that all ICT in the public sector must be fully accessible. My VAC Account is a public-facing client portal that provides a simple and secure way to do business online with VAC. It currently has over 140,000 users.

Action for ICT barrier #2

  • Bring My VAC Account into compliance with the European Standard (EN 301 549).
    • Completed by: December 2025
    • Roles and responsibilities: CFOCS Branch

Action for ICT barrier #2

  • Bring actively-maintained web applications into compliance with the European Standard (EN 301 549), and apply the standard to any new features added to these applications.
    • Completed by: December 2025
    • Roles and responsibilities: CFOCS Branch, SD Branch

Action for ICT barrier #2

  • Bring 25% of other web applications into compliance with the EN 301 549 standard. These applications are unlikely to have new features, and may be in scope for migration to Microsoft Dynamics CRM.
    • Completed by: December 2025
    • Roles and responsibilities: CFOCS Branch, SD Branch

2.3.3 ICT barrier #3

  • Client-facing forms, letters, and scanned documents are not fully accessible. Client-facing forms and letters converted to Portable Document Format (PDF) in VAC’s systems can have accessibility issues, especially with screen readers.

Action for ICT barrier #3

  • Determine the nature and scope of accessibility barriers within forms, letters, and scanned documents (i.e., PDFs). Determine a method to bring each into compliance with the European Standard (EN 301 549).
    • Completed by: December 2023
    • Roles and responsibilities: CFOCS Branch

Action for ICT barrier #3

  • Perform accessibility assessments on forms as they are being created or updated and identify solutions.
    • Completed by: December 2024
    • Roles and responsibilities: CFOCS Branch

Action for ICT barrier #3

  • Bring 25% of forms and letters into compliance with the European Standard (EN 301 549).
    • Completed by: December 2025
    • Roles and responsibilities: CFOCS Branch

2.3.4 ICT barrier #4

  • Data analytics dashboards and reports are not fully accessible.

Action for ICT barrier #4

  • Identify and remove accessibility barriers in 50% of data analytics dashboards and reports.
    • Completed by: December 2025
    • Roles and responsibilities: CFOCS Branch

2.3.5 ICT barrier #5

  • Not all public-facing mobile applications are fully accessible (e.g., Post-traumatic stress disorder (PTSD) Coach Canada and Veterans Matter mobile applications).

Action for ICT barrier #5

  • Perform accessibility assessments and upgrade public-facing mobile applications.
    • Completed by: December 2025
    • Roles and responsibilities: CFOCS Branch

2.3.6 ICT barrier #6

  • Some of VAC’s internal legacy desktop software (e.g., software provided by third-party vendors) is not fully accessible.

Action for ICT barrier #6

  • Conduct accessibility audits to identify fixes on internal desktop software and take action as appropriate (upgrade or replace).
    • Completed by: December 2024
    • Roles and responsibilities: CFOCS Branch

2.3.7 ICT barrier #7

  • Certain accessibility features of VAC’s operating system and mobile devices are not enabled due to concerns around compatibility and security.

Action for ICT barrier #7

  • Evaluate additional accessibility features of VAC’s operations system and mobile devices that can be enabled.
    • Completed by: December 2023
    • Roles and responsibilities: CFOCS Branch, Shared Services Canada (SSC)

2.3.8 ICT barrier #8

  • The current procurement process for new software and hardware does not include a standard accessibility evaluation.

Action for ICT barrier #8

  • Develop a standard accessibility evaluation and incorporate this evaluation into the procurement process for new software and hardware.
    • Completed by: December 2023
    • Roles and responsibilities: CFOCS Branch, SSC

2.3.9 ICT barrier #9

  • There is currently no technical training provided regarding the accessibility features on VAC systems, applications, and devices.

Action for ICT barrier #9

  • Create a plan to provide technical training regarding the accessibility features on VAC systems, applications, and devices. Build specific training into our planning.
    • Completed by: June 2024
    • Roles and responsibilities: CFOCS Branch

2.3.10 ICT barrier #10

  • Accessibility enhancements (to VAC systems, applications, and devices) are not communicated or promoted.

Action for ICT barrier #10

  • Create a plan to identify, communicate, and promote accessibility enhancements (to VAC systems, applications, and devices).
    • Completed by: June 2023
    • Roles and responsibilities: CFOCS Branch

2.3.11 ICT barrier #11

  • Providing in-home support for tasks such as equipment set-up has not been possible for numerous reasons (e.g., capacity, location, and health and safety risks).

Action for ICT barrier #11

  • Identify options to provide in-home setup of IT equipment for persons with disabilities.
    • Completed by: December 2023
    • Roles and responsibilities: CFOCS Branch

2.3.12 ICT barrier #12

  • VAC’s Access to Information and Privacy (ATIP) Request Processing Software – AccessPro Case Management (APCM) is not fully accessible. In turn, response packages provided to requestors are not accessible.

Action for ICT barrier #12

  • Purchase and implement new processing software that is accessible.
    • Completed by: June 2024
    • Roles and responsibilities: CFOCS Branch

2.3.13 ICT barrier #13

  • ATIP Operations does not currently provide an accessible telephone line (e.g., hearing impaired and/or deaf accessibility options).

Action for ICT barrier #13

  • VAC and SSC to implement an accessible telephone line (e.g., text telephone (TTY) functionality) for ATIP Operations to improve service for hearing-impaired or deaf clients.
    • Completed by: December 2023
    • Roles and responsibilities: CFOCS Branch, SSC

2.4 Communication (other than information and communication technologies)

Desired outcomes:

  • Veterans Affairs Canada staff are equipped to design and deliver communications that are accessible to persons with disabilities.
  • Persons with disabilities are satisfied with the accessibility of VAC’s communications.

Tracking:

Progress toward these outcomes will be measured by referencing data sources such as:

  • evaluations from VAC events
  • visitor satisfaction surveys
  • feedback from persons with disabilities, such as members of VAC’s Accessibility Network
  • consultation with Veterans and other external stakeholders

2.4.1 Communication barrier #1

  • In-person and virtual events are not always barrier-free.

Action for communication barrier #1

  • Develop accessibility-related references and tools for VAC-led commemorative events in Canada and abroad.
  • In all International Operations Directorate event and project plans, include a new section providing an analysis of accessibility observations, barriers and/or mitigations.
  • Address accessibility as a broad planning concept in development of European Operations’ Quality Visitor Experience (QVE) Strategy. This strategy will guide all planning efforts for visitor experience programming at VAC sites moving forward. For instance, accessibility-related questions will be included in 2022 Visitor Satisfaction Surveys conducted at the Canadian National Vimy Memorial and the Beaumont-Hamel Newfoundland Memorial.
  • Continue to assess and make improvements to parking lots, walkways, and curbs on VAC-managed memorial sites in Europe.
    • Completed by: December 2024
    • Roles and responsibilities: CPA Branch

2.4.2 Communication barrier #2

  • Described video is not available for silent videos at VAC’s visitor centres at the Canadian National Vimy Memorial and the Beaumont-Hamel Newfoundland Memorial.
  • Subtitles need to be added to audio visual displays at these visitor centres.

Action for communication barrier #2

  • Add described video (audio) to silent videos in visitor centres.
  • Add subtitles to audio visual displays in visitor centres.
    • Completed by: December 2024
    • Roles and responsibilities: CPA Branch

2.5 The procurement of goods, services and facilities

Desired outcome:

  • All goods and services procured by Veterans Affairs Canada are accessible.

Tracking:

Progress toward this outcome will be measured by referencing information sources such as feedback received from internal clients and persons with disabilities, such as members of VAC’s Accessibility Network.

2.5.1 The procurement of goods, services and facilities barrier #1

  • Some VAC staff are not familiar with accessibility best practices/requirements for procurement and contracting.

Action for the procurement of goods, services and facilities barrier #1

  • Incorporate accessibility-related considerations into procurement information sessions. These sessions will be offered to employees two times per year and will increase awareness of accessibility-related requirements in procurement and contracting.
  • Establish ICT-specific standards that are required for all procurement for third-party built software.
  • Establish accessibility standards for the procurement of equipment such as furniture and supplies.
    • Completed by: June 2023
    • Roles and responsibilities: CFOCS Branch

2.6 The design and delivery of programs and services

Desired outcomes:

  • Veterans Affairs Canada staff are equipped to design and deliver programs and services that are accessible to persons with disabilities.
  • Persons with disabilities are satisfied with the accessibility of VAC’s programs and services.

Tracking:

Progress toward these outcomes will be measured through:

  • data sources such as evaluations from VAC events
  • Visitor Satisfaction Surveys conducted at the Canadian National Vimy Memorial and the Beaumont-Hamel Newfoundland Memorial
  • feedback from persons with disabilities such as members of VAC’s Accessibility Network
  • consultation with Veterans and other external stakeholders

In addition, VAC’s Audit and Evaluation Division (AED) will consider accessibility barriers and opportunities for improvement within projects, and will highlight best practices, or if further improvements are required, where applicable.

2.6.1 The design and delivery of programs and services barrier #1

  • Accessibility is not fully considered during the reporting phase for each audit and evaluation.

Action for the design and delivery of programs and services barrier #1

  • Establish an accessibility requirements checklist to be reviewed and adhered to during the reporting phase for each audit and evaluation.
    • Completed by: June 2023
    • Roles and responsibilities: AED

2.6.2 The design and delivery of programs and services barrier #2

  • Direct client communication initiated by the Bureau of Pensions Advocates (BPA) is by telephone. This may cause a barrier to those who are hard of hearing, who communicate using sign language, or with those with verbal communication difficulties. Although MS Teams and My VAC Account are additional options for client communications, VAC does not use these tools to initiate client communication.
  • Clients do not have IT support when using MS Teams.
  • Not everyone has reliable access to a computer or the internet.

Action for the design and delivery of programs and services barrier #2

  • Continue to maintain paper options for clients who wish to initiate and communicate by way of printed mail or My VAC Account.
  • Ensure that all standard client communiqués (fact sheets and letters) meet accessibility standards.
    • Completed by: December 2023
    • Roles and responsibilities: BPA

2.6.3 The design and delivery of programs and services barrier #3

  • Applications steps are not clear, concise, or easy to understand.

Action for the design and delivery of programs and services barrier #3

  • Make the application steps clear, concise and easy to understand and provide better support material. This will be achieved through:
    • Consulting on how to improve the online application in My VAC Account; and
    • Reviewing applications and communications material to ensure they meet applicants’ needs.
      • Completed by: December 2023
      • Roles and responsibilities: SD Branch with support from CPA Branch

2.6.4 The design and delivery of programs and services barrier #4

  • Plain language needs to be used consistently in letters regarding disability benefits.

Action for the design and delivery of programs and services barrier #4

  • Develop an approval process to ensure that plain language is used consistently in all letters regarding disability benefits.
    • Completed by: December 2023
    • Roles and Responsibilities: SD Branch

2.6.5 The design and delivery of programs and services barrier #5

  • VAC’s policies, programs and initiatives need to consider barriers and accessibility needs for individuals who are part of more than one equity-seeking group. For example, this would include a person who has a disability and is also part the Two-Spirit, Lesbian, Gay, Bisexual, Transgender, Queer, Intersex, and additional sexually and gender diverse (2SLGBTQI+) communities, and/or who is Indigenous or belongs to another equity-seeking group.

Action for the design and delivery of programs and services barrier #5

  • Development and promotion of a departmental GBA Plus policy and GBA Plus tools, training, and resources, as a complement to accessibility considerations.
    • Completed by: June 2023
    • Roles and responsibilities: Strategic Policy, Planning and Performance (SPPP) Branch

2.6.6 The design and delivery of programs and services barrier #6

  • Consultation and engagement on VAC policy and program design is conducted on short timelines or in a way that is not accessible. For instance, the process may not provide enough time to Veterans with disabilities or other persons with disabilities to provide thoughtful feedback to inform these initiatives.

Action for the design and delivery of programs and services barrier #6

  • Expand and update the Disability Lens guidance in VAC’s Policy Development Manual using feedback received through the Fall 2021 Let’s Talk Veterans consultation on accessibility.
    • Completed by: June 2023
    • Roles and responsibilities: SPPP Branch

2.7 Transportation

  • Following a careful review of policies, practices, programs and services, no barriers were identified in this area.

2.8 Organizational culture

Desired outcome:

  • Veterans Affairs Canada staff understand what accessibility means and why it matters, and are equipped to make the Department a more accessible and inclusive workplace and service provider.

Tracking:

Progress toward this outcome will be measured by referencing data sources such as the Public Service Employee Survey and VAC’s Employee Pulse Survey.

Beyond the items identified above, VAC acknowledges the importance of reducing stigma, harassment, and discrimination, and celebrating abilities, diversity, and inclusion to make the Department accessibility-confident. This includes adopting a “yes-by-default” approach to workplace accommodations, and encouraging staff to increase their accessibility awareness, empathy, knowledge, and abilities.

It also means committing to continuous accessibility-related learning and improvement. To this end, considerable work has been undertaken to ensure that accessibility is top of mind in everything we do, e.g.:

  • the documents and content we create, both for internal and external audiences
  • the images and words we choose
  • the events we hold
  • our interactions with one another

At the time of this Plan’s publication, initiatives taken to support a more accessible organizational culture include:

  • Creation of “Accessibility Confidence at VAC: A Playbook”
  • Development of an accessible PowerPoint template and the introduction of a requirement to use this template in presentations to VAC’s governance tables
  • Promotion of accessibility learning opportunities offered by organizations external to VAC (e.g., SSC’s accessible documents workshops)
  • Promotion of, and holding activities to celebrate, National AccessAbility Week (NAAW) (celebrated annually during the last week of May) and International Day of Persons with Disabilities (IDPD) (December 3)
  • Launching and continually updating VAC’s Accessibility@work intranet site
  • Creating an Accessibility MS Teams channel for all VAC staff, as well as an MS Teams channel specifically for members of VAC’s Accessibility Network
  • Creating the Department’s “Accessibility Adopters” initiative to recognize and celebrate employees taking steps to incorporate accessibility into their day-to-day work at VAC
  • Launching a “Storytellers” initiative to hear the lived experience/stories of persons with disabilities and/or their allies at VAC
  • Ongoing promotion of the opportunity to consult with VAC’s Accessibility Network on initiatives underway within the Department

Moving forward, VAC will continue to support an accessibility culture shift. We will continue to:

  • find opportunities to collaborate with the Accessibility Network on accessibility-related initiatives
  • develop accessible templates
  • arrange speaking opportunities, panels, and presentations about accessibility
  • promote “Accessibility Confidence at VAC: A Playbook”
  • learn about and plan accessible meetings and events
  • facilitate informal meeting opportunities related to accessibility (e.g., lunch and learns)
  • celebrate accessibility-related events to increase education and awareness
  • promote outreach to the Department’s Ministerial Events team for advice on planning inclusive and accessible events
 
Date modified: