1. Leading Practices in Disability Management Drew Sousa, Manager Employee Health Services

2. Why are we here? Increasing disability costs
Increase time on modified work
Inconsistent approach in managing attendance & return to work
Greater need to integrate different benefit streams
Aging workforce
Increase in number of absences related to mental/emotional issues
Increase focus on mental health issues
Lack of medical resources within the community

3. Why are we here? AODA AODA Documented accommodation process
Individual accommodation plans
Tailored & participatory
Employee privacy
Regular review
Independent Medical Exam
Rationale for Denial
Employee representation
Facilitator: Drew Sousa

4. Why are we here? AODA WSIB Challenges
Addition to Presumptive Legislation
14 presumptive Cancers
Post Traumatic Stress
Increase Focus on Return to Work
Chronic Mental Stress
Substantial work related stress
DSM diagnosis
Caused or contributed to causation
Facilitator: Drew Sousa

5. National Standard for Psychological Health & Safety in the Workplace
National Standard for Psychological Health and Safety in the Workplace
It offers a standard of reference for employer due diligence in protecting employees.
Occupational Health & Safety
Human Rights
Employment Law
Employer’s Duty to Keep Employees Safe

6. Why now? 1 in 5 employees will experience a mental illness
1 in 4 people in the labour force will be over 55 years of age in 2021
Drug costs are expected to increase x by 2019
Chronic disease rates are increasing at 14% each year
3 out of 5 Canadians older than 20 have a chronic disease
4 out of 5 are at risk
Treatment of chronic disease consumes 67% of all direct health care costs, and cost the Canadian economy $190 billion annually – $122 billion is attributed to lost productivity.
1 in 5 employees will experience a mental illness
Add notes re the number of employers with wellness strategies.

7. Wellness is our goal Healthy Workplace Environment Individual Cultural
Social
Employment Life Cycle and Wellbeing Life Cycle
Studies show that for every dollar invested there is a savings of $3.00 to $8.00 as a result of:
Improved employee morale, engagement and productivity
Enhanced organizational culture
Containment of health benefits
Reduction of absenteeism and turnover.
Organizations who implement a successful wellness strategy report:
91% improvement in employee turnover
Drop in grievances
57% reduction in injuries
74% reduction in lost time

8. Where do we need to focus?
Assisting and reinforcing an employee’s responsibility to optimize their personal health and well-being.
Fostering an organizational culture which is supportive to a healthy workplace.
Ensuring a safe and early return to work from illness and injury.
Providing a safe and healthy work environment which is in compliance with all relevant legislation.
When we did that we landed on four drivers – four areas we need to focus on going forward.
Resources: financial and staff
Introducing the pilot in Fire
Excellence Canada
Acquire – “buying” talent
Develop – “building” talent
Lead – focus on leaders because when leaders are doing their job well the organization can only thrive
Recognize
What challenge are we trying to address? What problem are we trying to solve? Best practices suggest that Talent Management is forward looking. It should improve an organization's flexibility and performance, and give an organization the tools to plan for growth, change, acquisitions and new product or service initiatives.

9. Effective Disability Management Program
Purpose
Promote Employee health and recovery by partnering with all stakeholders to ensure appropriate benefit and by promoting early and safe return to work

10. Effective Disability Management Program
Objectives
Clearly defined and consistent:
processes including absence and return to work
roles and responsibilities for all stakeholders
Ensure consistent integration of benefits with right benefit at right time
Maximize use of resources, economies of scale
Facilitate rehabilitation while promoting early and safe return to work and ability to maintain productive work life
Promote the ideals in a caring, consistent and responsible manner regardless of nature of medical condition
Comply with applicable legislation and regulations
Benefits to the Corporation:
Consistent process to ensure fair and equitable approach
Identification of trends through analysis and reporting of metrics
Economy of scale and consolidation of skills to improve service delivery
Better access to information to support decisions
Ability to perform long term career planning for disabled employees
Access to reliable data to support accountability at all levels

11. Return to Work Options Return to full regular duties/work
Short Term Accommodation (STA) which is not limited by usual job content or classification and may include any of the following:
changes or reduced hours;
a modification to regular duties;
periodic rests or exercise breaks;
temporary assignment to a different job matching the Employee’s functional abilities.
Permanent Alternate Work

12. Effective Disability Management Program
Prevention
Support
Treatment
Examples
Early detection tool
Education on mental health
Coping skills training
Health and wellness activities
Reduce workplace hazards
PDA/CDA
Physical health initiatives
Examples
EAFP
Benefits plan
Management effectiveness
Culture – promote respectful workplaces
Supportive return to work programs
Accommodation programs
Examples
Onsite expertise
Preferred provider list
Treatment specific programs

13. Mental Health and Well-being doesn’t just happen…
Disability
Management
DrewOur plans it to provide an organized and focused approach to workplace mental health which integrates with disability management program
Adopted from presentation from Dr. Bill Howatt

14. Your Approach Gap Analysis Appreciate your resources
Build Partnerships
Understand your organizations readiness for change.
Which model can you support: functional vs medical?
Plan for the future