Disability Management Initiative Practitioners Meeting
Check Against Delivery
October 4, 2011
I am pleased to be here with you to help celebrate the 10th anniversary of the Civilian Employee Return to Work Program at the Department of National Defence.
I congratulate the people who designed and launched it for their foresight.
The program is a best practice in the federal public service, and a significant accomplishment.
I would like to recognize Brigadier General Peter Atkinson, Chief of Staff to the Vice-Chief of Defence Staff for his tremendous efforts and role in all of this.
Today, we’re launching some important tools and resources that are intended for all departments and agencies.
These instruments will support employees and enhance efforts to prevent and reduce workforce absence due to illness and injury.
These resources could not have been developed without the combined input, contributions and expertise, based on front-line experience, from across the federal public service.
Much of this insight has come from best practice programs like DND’s.
I would also like to recognize departments and agencies such as HRSDC, PWGSC, Correctional Services, Agriculture, Canada Revenue Agency, Justice Canada and Parks Canada for their work in this field, and for the initiatives they have undertaken within their organizations.
Supporting employees when they’re ill or injured is a critical management responsibility. Fulfilling this responsibility matters to me, and I know it matters to you.
In speaking to you today, I am also thinking of my former driver, Giovanni Lappa. Giovanni used to drive for me when I was a Deputy Minister at DFO.
Giovanni was conducting repairs one day when he had a terrible accident and fell off his roof. He fell hard and became paralyzed because of his injuries. It was quite a shock.
I remember wanting to do my best to help him and speaking to a number of people. I found the process at times a frustrating and difficult experience.
I visit Giovanni every year and although he is happy and has adapted well, he is still wheelchair bound now.
I still wish there had been a way to help him back into the work force.
The disability management regime used by all departments and agencies today is complex and cumbersome.
It isn’t doing enough to help us give employees all the support they need.
This is one of the main reasons the tools we are launching today were developed.
They are designed to help employees, managers, and HR specialists understand and navigate their way through myriad processes, leave types and insurance plans and services, so that they can make better use of what is offered.
On their own, however, these tools aren’t enough.
I think we all recognize that the current disability management regime needs to take effect and help employees earlier so that we can avoid long absences from work.
It needs to ensure the range of prevention, accommodation and support for recovery services are available.
Today, we are a knowledge workforce, with half our disability cases involving mental health conditions.
In terms of workforce productivity, it is a real, and growing, concern that our current disability management regime is not designed to address our needs.
As Secretary of the Treasury Board, I started the Disability Management Initiative because I believed then, as I do now, that there are significant opportunities to restructure and improve the benefits and services we provide.
In January of this year I had the opportunity to visit Afghanistan and it left an indelible impression on me.
I was extremely impressed by the whole-of-government, civilian-military team in action.
I was inspired by their courage, dedication and professionalism. I consider myself fortunate to have seen for myself the very real results of their efforts and labour.
Having spent time with our team in Kabul and Kandahar, I know the risks they take and realize that not all return from Afghanistan, or other theatres of war, in the same shape as when they arrived.
Whether we are talking about civilians or soldiers, I believe that the DMI (Disability Management Initiative) is vital to the soul of the public service.
We can and must be able to promote good health, and when illness or injury occurs, to intervene earlier and provide more effective services.
In my last report to the Prime Minister, I made the link between a healthy workplace and a more engaged workforce-between supporting employee wellness and well-being, and productivity.
If we expect our people to put their best efforts into their work, then we’ve got to show we’re serious about creating healthy workplaces and standing by them with the right services and supports when illness or injury occurs.
Many of you here today are leaders in disability management. I realize I’m preaching to the converted.
I also know that many of the problems I’ve alluded to must be solved at the whole-of-government level to support your efforts to improve disability management in your own organizations.
The strength of the public service is its employees. To help us continue the important work of serving Canadians, we need a modern, proactive and cost-effective disability management regime.
I want you to know this is a key priority for me.
In the meantime, I encourage you to tell your colleagues about the tools and resources we’re launching today and tell them to use them. Continue talking about disability management and why it matters.
Together, I’m confident we’ll make progress on improving employee health and ensuring a high performing workplace.
Thank you for your time and your interest, and keep up the good work!