How to Build a Disability Management Program: The Steps

Involve the Unions

Successful Disability Management Programs within the federal government have involved the active participation of unions.

Department of National Defence (DND) Issued a Joint Declaration

DND and the unions have signed a National Joint Declaration in which they are committed to achieving targets and goals.

Visible Support

Successful disability management depends on the engagement of all stakeholders and is far more likely to take place if senior managers demonstrate their commitment by attending events, making their support known through newsletters or internal bulletins, including disability management as a regular agenda item on executive meetings, and, in general building it into the culture of the organization:

• Business Plan
  • As part of adepartment's business plan, disability management can move the issue forward and give more visibility when the resources are known and the organizational commitment has been confirmed.
• Directives, Policies and Strategies
  • Correctional Service Canada (CSC)
    • CSC's Commissioner's Directive confirms departmental support for the early and active management of all return-to-work cases CSC's Return to work program.
• Vest Real Authority in the Process
  • A group, e.g., a steering group that has authority to make decisions and has direct access to senior decision makers, confirms for the department as a whole that this is the way the department does business.

Figure 1 - Text version

This image is a snapshot of a Department of National Defence poster that outlines the National Joint Declaration, signed by union and senior management representatives, in support of the department's Return-to-Work Program. The poster, entitled "National Joint Declaration," reads as follows:

"The Department of National Defence and the Unions representing the employees of the Department believe in taking a proactive approach to reducing the economic, social and human costs to employees that have become injured or ill. By working together, we will help restore the employees' physical and mental health and regain their social, vocational and economic capacity.

"The DND Civilian Employee Return to Work Program is based on the fundamental belief that the employee is the strength and most vital and valuable resource of the Department.

"Through this declaration, we wish to indicate clearly to both the employees and management of DND that we endorse and support the intent and objectives of the RTW Program. Together, we encourage those employees that have been injured or have become ill to take ownership of and participate in the RTW Program."

Background Questions

• Who are the stakeholders?
• What is the illness/injury data? Are the numbers going up or down?
  • How many employees are on sick leave?
  • How many employees are on sick leave without pay?
  • How many employees are on injury-on-duty leave / workers' compensation?
  • What is the average duration of sick leave?
  • What is the average duration of sick leave without pay?
  • On average, how long are employees on injury-on-duty leave / workers' compensation?

• What needs to be addressed first?
• What is already in place?
• Are there prevention activities?
• Is the approach centralized or regional?
• Are there geographical challenges in delivering disability management services?

Program Manager, Disability Management

1. Provides advice and recommendations in developing and implementing departmental disability management policies and programs. Interprets and explains legislation, central agency and departmental policies, programs and initiatives to internal senior management clients and managers. Ensures that departmental initiatives are in line with legislation, regulatory frameworks and legal precedent.
2. Manages research and analysis initiatives and develops data collection and reporting frameworks as well as analytical models to support policy and program development, review and management activities, including, but not limited to, the generation of reports and the review of trends, program uptake and success rates.
3. Develops, implements and coordinates the delivery of the department's EWA and return-to-work promotion and case management programs, defining objectives and establishing roles, responsibilities and processes, and monitoring and reporting mechanisms. Oversees performance management, monitoring and evaluation activities to effectively assess the EWA and return-to-work programs. Reports on the implementation of, and compliance with, the requirements of the programs in order to develop and ultimately implement recommendations for program improvement.
4. Develops staff and managerial capacity in order to ensure the effective provision of case management services. Provides guidance and direction to Return-to-Work Coordinators. Develops and implements communications plans that identify the communications priorities of the programs, including the development of various communications products. Develops training sessions and promotional campaigns to sensitize departmental managers and employees to the Employee Workplace Accommodation Program and Return-to-Work Program.
5. Develops and manages consultative and collaborative relationships with employee representatives, third-party providers, senior/middle management, departmental committees, managers and employees, and central agencies, federal/provincial regulatory bodies and other levels of government on the various aspects and issues pertaining to Disability Management Programs. Participates in and leads interdepartmental consultations and policy development initiatives.
6. Intervenes and seeks resolution of program- or case-related conflicts and develops responses to, and advises on, complex cases to managers, staff and third-party service providers.
7. Develops, recommends, implements and maintains communications strategies and initiatives and other materials that increase awareness of the Disability Management Program and related procedures, rules, guidelines and regulatory processes that affect disability management, rehabilitation programs, insurance claims, case administration, and return-to-work programs and services.
8. Manages an organizational unit that develops strategic and business plans; manages human, financial and physical resources; oversees the work of consultants to assess performance; and provides coaching and mentoring to staff.

Disability Management Advisor

1. Provides advice and recommendations on implementing and maintaining departmental disability prevention and management policies and programs. Interprets and explains legislation, central agency and departmental policies, programs and initiatives to senior management and internal clients who have delegated responsibilities related to the Deputy Head accountability for human resources management and workplace accommodation.
2. Collects relevant case information through research and consultation with a range of contacts and subject matter experts (e.g., insurance carriers, health information specialists, human resources staff, Occupational Health and Safety Advisors), identifying issues that can affect an employee's successful return to work. Works toward resolution of such issues in collaboration with all concerned parties, undertaking appropriate intervention where required.
3. Supports the development, implementation and delivery of the department's Disability Management Programs, making recommendations on objectives and accountability frameworks, monitoring and reporting on the effectiveness of Disability Management Programs, their compliance with applicable legislation and policies, and providing recommendations for improvement.
4. Coordinates occupational and non-occupational return-to-work and EWA cases, using a proactive, collaborative and multidisciplinary approach to meet client and department needs, including conducting needs assessments, recommending action plans to managers on managing individual cases, prioritizing issues, and helping clients make proactive and informed decisions.
5. Facilitates and promotes early return to work and its benefits to employees and managers, advising them of their obligations, available resources, productivity and financial costs, and other effects and outcomes of early return to work, through discussion, presentations, formal communications and publications, and training events and materials.
6. Participates in departmental and interdepartmental project teams and committees to acquire, analyze, share and evaluate broad legislative and central agency policy, programs and initiatives, outcomes and experiences.

 Disability Management Coordinator

1. Maintains and disperses information regarding departmental disability management policies and programs for program staff and internal clients.
2. Collects relevant case information through research and consultation with a range of contacts and subject matter experts (e.g., insurance carriers, health specialists, human resources staff, union representatives, managers and dependants), ensuring that all relevant information that can affect an employee's successful return to work is available and accessible to Return-to-Work Coordinators and managers, as appropriate. This includes, but is not limited to, physical demands analyses, return-to-work plans and physician recommendations.
3. Provides salient information to Disability Management Officers in support of developing return-to-work action plans. Provides advice to managers and guidance to employees who require workplace accommodation and work integration plans.
4. Monitors individual return-to-work / work integration plans on an ongoing basis to identify issues and ensure that agreements are fulfilled, and to provide information on the effectiveness of Disability Management Programs and the department's compliance with applicable legislation and policies. Makes recommendations on modifications and improvements to monitoring methods and tools, as well as on refinements to the program's database.
5. Supports promotional activities regarding early return to work and its benefits by assisting in producing materials, disseminating information, assisting at presentations, and ensuring that information resources are available and accessible.
6. Participates in departmental project teams and committees to upgrade program methods and tools, participates in community-of-practice initiatives and events, and maintains contacts in the broader network of disability management expertise.

Disability Management Advisor

1. Collects and reviews relevant case information through research and consultation with a range of subject matter experts and service providers (e.g., insurance carriers, health information specialists, human resources staff, and bargaining agent representatives), identifying issues that can affect an employee's successful return to work and undertaking interventions and working toward resolution of such issues in collaboration with all concerned parties.
2. Drafts, recommends and implements the department's Disability Management Programs, proposing objectives and accountability frameworks, developing monitoring instruments and data collection mechanisms, and reporting on the effectiveness of Disability Management Programs, their compliance with applicable legislation and policies, and providing recommendations for program improvement.
3. Coordinates occupational and non-occupational return-to-work and EWA cases using a proactive, collaborative and multidisciplinary approach to meet client and department needs, including conducting needs assessments, recommending action plans to managers on managing individual cases, prioritizing issues and helping clients make proactive and informed decisions.
4. Recommends, develops, implements and undertakes activities that facilitate and promote early return to work and its benefits with employees and managers, advising them of their obligations, available resources, productivity and financial costs, and other effects and outcomes of early return to work, through discussion, presentations, formal communications and publications, and training events and materials.
5. Participates in interdepartmental project teams to acquire, analyze, share and evaluate legislative and central agency policy, programs and initiatives, outcomes and experiences.
6. Monitors program budgets, accesses contract services, and oversees contracted services that support  delivery of the Disability Management Program.
7. Provides guidance, direction and mentoring to Disability Management Coordinators.

Disability Management Coordinator

1. Maintains and disperses information regarding departmental disability management policies and programs for program staff and internal clients.
2. Collects relevant case information through research and consultation with a range of contacts and subject matter experts (e.g., insurance carriers, health information specialists, human resources staff, Occupational Health and Safety Advisors, union representatives, managers and dependants), identifying issues that can affect an employee's successful return to work and ensuring that all relevant information is available and accessible to Disability Management Advisors and managers, as appropriate. This includes, but is not limited to, physical demands analyses, return-to-work plans and physician recommendations.
3. Provides salient information to Disability Management Officers in support of the development of return-to-work action plans and provides advice to managers and guidance to employees who require workplace accommodation and work integration plans.
4. Monitors individual return-to-work / work integration plans on an ongoing basis to identify issues and ensure that agreements are fulfilled, as well as to provide information on the effectiveness of Disability Management Programs and the department's compliance with applicable legislation and policies. Makes recommendations on modifications and improvements to monitoring methods and tools and on refinements to the program's database.
5. Supports promotional activities regarding early return to work and its benefits by assisting in the production of materials, disseminating information, assisting at presentations, and ensuring that information resources are available and accessible.
6. Participates in departmental project teams and committees to upgrade program methods and tools, participates in community-of-practice initiatives and events, and maintains contacts in the broader network of disability management expertise.

Disability Management Advisor

1. Provides expert advice and recommendations in developing and implementing departmental disability management policies and programs. Interprets, explains and assesses the impact of new legislation and central agency and departmental policies, programs and initiatives to internal senior management clients.
2. Develops, implements and coordinates the department's Disability Management Programs, defining objectives and accountability frameworks, monitoring and reporting on the effectiveness of Disability Management Programs, their compliance with applicable legislation and policies, and providing recommendations for program improvement.
3. Manages and coordinates occupational and non-occupational return-to-work and EWA cases using a proactive, collaborative and multidisciplinary approach to meet client and department needs. Conducts needs assessments and recommends action plans to managers on managing individual cases. Prioritizes issues and helps employees make proactive and informed decisions.
4. Collects all relevant case information through research and consultation with a range of contacts and subject matter experts (e.g., insurance carriers, health information specialists, human resources staff, Occupational Health and Safety Advisors, union), identifying issues that can affect an employee's successful return to work or remaining at work. Works toward resolution of such issues in collaboration with all concerned parties and undertakes appropriate intervention when required.
5. Facilitates and promotes early return to work and its benefits with employees and managers, advising them of their obligations, available resources, productivity and financial costs, and other effects and outcomes of early return to work, through discussion, presentations, formal communications and publications, and training events and materials.
6. Participates in interdepartmental project teams and committees to acquire, analyze, share and evaluate broad legislative and central agency policies, programs, initiatives, outcomes and experiences.

Service Centre Manager (Service Provider)

1. Develops, establishes and manages a service centre that provides expert advice and recommendations to develop and implement disability management policies and programs.^{Footnote 3} Develops strategic and business plans for the service centre, establishing service standards and costing models, managing human, financial and physical resources, overseeing the work of consultants, assessing performance, and providing coaching and mentoring to staff.
2. Negotiates and manages contractual relationships through consultation and collaboration with client department representatives and with central agencies, federal/provincial regulatory bodies, and other levels of government on the various aspects and issues pertaining to Disability Management Programs. Participates in interdepartmental consultations and policy development initiatives.
3. Manages research initiatives and the development of standard data collection and reporting frameworks and tool kits as well as analytical models to support client department policy and program development, review, and management and reporting activities.
4. Develops, implements and coordinates the delivery of the Return-to-Work Program, EWA promotion and case management services to a broad range of small departments and agencies, and negotiating service agreements. Clarifies roles, responsibilities and processes for service delivery, monitoring and reporting mechanisms. Establishes and monitors performance management.
5. Develops and manages the delivery of monitoring and evaluation activities on behalf of client departments and agencies to effectively assess a broad range of Disability Management Programs, with special focus on EWA and return to work. Reports on the implementation of, and compliance with, the requirements of the programs in order to develop and ultimately implement recommendations for program improvement in client organizations.
6. Develops internal (service centre) capacity in order to ensure the effective provision of case management services, providing guidance and direction to Return-to-Work Coordinators.
7. Oversees the development and implementation of communications plans for individual client organizations that identify the communications priorities of the programs, including the development of various communications products. Develops training sessions and promotional campaigns to sensitize departmental managers and employees to the Employee Workplace Accommodation Program and Return-to-Work Program.
8. Intervenes and assists client department managers when they seek resolution of conflicts related to programs or cases. Develops responses to, and advising senior client managers on, complex cases where Disability Management Advisors require additional support.

Disability Management Advisor (Service Provider)

1. Provides advice and recommendations on implementing and maintaining disability management policies and programs. Interprets and explains legislation, central agency and departmental policies, programs and initiatives to several external client departments and agencies.
2. Reviews relevant case information and consults with a range of contacts and subject matter experts (e.g., insurance carriers, health information specialists, human resources staff, occupational health and safety, union), identifying issues that can affect an employee's successful return to work and working toward resolution of such issues in collaboration with all concerned parties, undertaking appropriate interventions where required.
3. Supports the development, implementation and delivery of client departments' Disability Management Programs, making recommendations on objectives and accountability frameworks, monitoring and reporting on the effectiveness of Disability Management Programs, their compliance with applicable legislation and policies, and providing recommendations for program improvement.
4. Develops standardized communications and information tools to be used by clients as part of a cohesive, whole-of-government approach to disability management.
5. Coordinates occupational and non-occupational return-to-work and EWA cases using a proactive, collaborative and multidisciplinary approach to meet the client's employee and operational needs, including conducting needs assessments, recommending action plans to managers regarding the management of individual cases, prioritizing issues, and helping clients make proactive and informed decisions.
6. Facilitates and promotes early return to work and its benefits with client employees and managers, advising them of their obligations, available resources, productivity and financial costs, and other effects and outcomes of early return to work, through discussion, presentations, formal communications and publications, and training events and materials.
7. Participates in interdepartmental project teams and committees to acquire, analyze, share and evaluate broad legislative and central agency policy, programs and initiatives, outcomes and experiences.

Disability Management Coordinator (Service Provider)

1. Maintains and updates information regarding client department disability management policies and programs for service centre staff and client organizations.
2. Collects relevant case information through research and consultation with a range of contacts and subject matter experts (e.g., insurance carriers, health information specialists, human resources staff, union), ensuring that all relevant information that can affect an employee's successful return to work is available to Disability Management Advisors and client line managers, as appropriate. This includes, but is not limited to, physical demands analyses, return-to-work plans and physician recommendations.
3. Manages and maintains information, managing files, collecting and analyzing data, and carrying out quality assurance on data and producing reports.
4. Provides salient information to Disability Management Officers in support of the development of return-to-work action plans. Provides advice to managers and guidance to employees who require workplace accommodation or work integration plans.
5. Monitors individual cases on an ongoing basis to identify issues and to ensure that agreements are fulfilled, as well as to provide information on the effectiveness of Disability Management Programs, the client department's compliance with applicable legislation and policies, and the service centre's adherence to contract modalities. Makes recommendations on modifications and improvements to monitoring methods and tools, as well as on refinements to the program's database.
6. Supports promotional activities regarding early return to work and its benefits by assisting in the production of materials, disseminating information, assisting at presentations, and ensuring that information resources are relevant to individual clients, as well as accessible and available.
7. Participates in departmental project teams and committees to upgrade program methods and tools, participates in community-of-practice initiatives and events, and maintains contacts in the broader network of disability management expertise.

Administrative Support (Service Provider)

1. Uses the generic work description for departmental Administrative Support.

Managers' Responsibilities

• Promote a safe and healthy workplace for all employees.
• Ensure that employees are aware of the Employee Assistance Program and how to take advantage of it.
• Be aware of the disability management process and related policies and guidelines.
• Ensure that all employees are aware of their right to accommodation, up to undue hardship.
• Adhere to the guiding principles of disability (integrated approach, prevention and early intervention, effective communication, and confidentiality).
• Proactively address the needs of employees and facilitate meaningful participation in the workplace.

Employees' Responsibilities

• Advise their manager about any abilities, functional limitations and restrictions that may hinder the performance of their duties.
• Where necessary to assist in the accommodation process, provide information, including documentation, from a qualified health care professional concerning their limitations.
• Participate in discussions regarding accommodation solutions, and assist in identifying and implementing reasonable accommodation options.
• Advise their manager of changes in circumstances that may affect their need for accommodation.
• Actively work to safeguard and maintain their individual health and wellness.

Union's Responsibilities

• Work with the employer to facilitate reasonable accommodation measures.
• Where applicable, support the employee throughout the process.

Workplace Health and Safety Committee or Representative's Responsibilities

• Comply with the Canada Labour Code, Part II, “Occupational Health and Safety.”
• Participate in all inquiries, investigations, studies and inspections pertaining to the health and safety of employees.
• Make recommendations pertaining to adjustments to existing work procedures and processes and to the use of personal protective equipment, devices and clothing.
• Maintain adequate records on workplace accidents or illnesses, and monitor to ensure that approved corrective actions have been completed.

Potential Services for Employees

• Vocational and rehabilitation services, including work-hardening services
• Health and wellness services: Mental health programs, prevention and support services for psychological problems, mental health awareness and education, chronic disease management services, smoking cessation programs, wellness information services, health fairs, health screening and risk assessment
• Employee Assistance Program: Short-term counselling service for employees who have personal problems that affect their work performance
• Fitness services: On-site fitness facilities, subsidies or reimbursements for fitness centre memberships or equipment, fitness counselling, shower and change facilities, support and sponsorship for organization teams or fitness clubs (such as walking, biking or hiking clubs). For more information consult the Treasury Board Workplace Fitness Program Policy
• Medical services: Immunization clinics, on-site medical care, 24-hour nurse line, medical examinations (e.g., pre-employment, post-trauma)
• Nutritional services and practices: Nutrition counselling or seminars, weight loss programs, healthy foods in the workplace (e.g., in cafeterias and vending machines)
• Workplace health and safety services: CPR and first aid training, ergonomic analysis with an implementation of recommendations

Potential Services for Managers and Human Resources Specialists

• Coaching, training and education in disability and health management
• Policy interpretation
• Consulting services (e.g., on workers' compensation)
• Employee Assistance Program: Short-term counselling service for employees who have personal problems that affect their work performance
• Disability management capability audits
• Case management coordination and support services
• Absence management support services (e.g., a centralized interactive voice response / online employee-absence reporting mechanism that supports tracking and trend analysis)
• Psychology Centre, Public Service Commission of Canada
• Specialized organizational services support for managers

Human Resources and Skills Development Canada (HRSDC)

The following figure is from HRSDC's Health, Safety and Disability Management Framework:

Figure 3 - Text version

The framework for disability management ranges from prevention�achieved through timely invention, support to employees, and trying to keep an employee at work through stay-at-work alternatives�to services to help an injured employee return to work. Such services constitute a continuum that involves occupational health and safety, Employment Assistance Programs, and disability management.

Prevention may involve the following:

• Raising awareness and increasing capacity to prevent injury, illness and disabling conditions; and
• Promoting workplace practices that foster employee physical and psychological well-being.

Providing support to employees may involve the following:

• Policies, guidelines, and tools for managers and employees;
• Early and regular contact and/or outreach to employees;
• Workplace accommodation; and
• Active support services for individuals and teams.

The employee's return to work requires the following:

• Active case management;
• Planning in order to execute safe, timely and flexible return to work with effective reintegration; and
• Transitional options.

OHS:

Occupational health and safety

DM:

Disability management

The Health, Safety and Disability Management (HSDM) division of Human Resources and Skills Development Canada (HRSDC) was developed with reference to the International Disability Management Standards Council Framework.

This framework integrates 16 components to ensure a comprehensive, integrated and world-class approach to service design and delivery based on three pillars: prevention, support and return to work.

This initiative contributed toward developing the necessary infrastructure to effectively support the delivery of an enterprise-wide Disability Management Program under a single reporting relationship. This resulted in the consolidation of the management and delivery of four human resources functions in order to provide consistent procedures, service standards, improved service delivery and centralized cost management:

• Occupational health and safety;
• Duty to accommodate;
• Departmental coordination of the Employee Assistance Program; and
• Disability management.

HRSDC's  Health, Safety and Disability Management (HSDM) division was created to ensure impartiality when serving clients and in meeting their disability management needs. It ensures that the best interests of employees are effectively supported and assisted throughout the entire disability management process.

The Disability Management Program within HSDM actively assists managers in:

• Identifying, reviewing, assessing and resolving pending illness, injury or disability cases where employees were on sick leave without pay for more than two years;
• Actively collaborating and addressing ongoing illness-, injury- or disability-related cases in stay-at-work or return-to-work situations;
• Data collection management, reporting and analysis of disability management cases; and
• Delivering disability management information sessions to managers and committees.

This model builds on HRSDC's service continuum model and the three pillars: prevention, support and return to work. It was designed to augment HRSDC's design of an integrated approach to disability management in the service continuum.

Figure 5 - Text version

This logic models begins by outlining activities, then identifies outputs associated with those activities. Then the four categories of immediate outcomes are listed, followed by intermediate and final outcomes.

The Activities provide enterprise-wide health, safety and disability management tools and services to all HRSDC employees encompassing:

• collaborative planning and partnerships;
• policy and program support;
• comprehensive prevention measures and services; and
• integrated/coordinated support measures and services and personalized action plans.

These lead to the Outputs of Health, safety and disability management services for all HRSDC employees:

• occupational health and safety;
• duty to accommodate; and
• disability management.

There are four Immediate Outcomes:

• lowered incidence and duration of disability absences in the workplace;
• lowered number of occupational health and safety incidents / accidents;
• increased number of employees able to return to work; and
• increased awareness of health safety and disabilities program.

The Intermediate Outcome is that human, financial and social disability costs are minimized.

The Final Outcome is a healthy and safe physical and psychological environment and a sustainable workforce that is renewable and affordable over time.

Canada Post Corporation

Canada Post's structure articulates the Acts that frame its Disability Management Program and the governance configuration for the program.

Figure 6 - Text version

Canada Post Corporation operates its Disability Management Program under the guidance of several acts:

• The Canadian Human Rights Act and the Canadian Human Rights Commission's regulation and enforcement of it;
• The Privacy Act and the Privacy Commissioner of Canada's regulation and enforcement of it;
• The Government Employees Compensation Act (GECA) and the extent of its regulation and enforcement by Human Resources and Skills Development Canada and provincial workers' compensation boards; and
• Collective agreements, jurisprudence, industry best practices, corporate policies and procedures, external service providers and auditors.

The Disability Management Program has four principal committees:

• The Board of Directors is responsible for Canada Post Corporation's overall disability management policy;
• The Disability Management Executive Steering Committee is responsible for overall program leadership and administration;
• The Disability Management Centre of Excellence is responsible for Disability Management Program administration, compliance and continuous improvement; and
• The General Manager Committee is responsible for the resolution of disability management issues.

The Disability Management Centre of Excellence has three groups that report through it:

• The Consultative Committee on Benefits, which reviews issues and administration processes of benefit plans (Long-Term Disability�Sun Life);
• The National Disability Advisory Committee, which reviews design changes, communications, and program evaluation and legislative changes; and
• The National Joint Union-Management Advisory Committee, which reviews general program operation, identifies concerns and consults on program changes.

Disability Management Services, which reports to the Disability Management Centre of Excellence and has responsibility for disability management day-to-day administration of the Occupational Abilities Manager, works with the following two committees:

• The Regional Joint Union-Management Advisory Committee, which reviews regional program concerns and consults on program changes; and
• The Local Return-to-Work Committee, which reviews and facilitates the Return to-Work Program for employees.

Department of National Defence (DND)

DND has actively broadened its interdisciplinary team by seeking involvement and support from the medical community who serve their employees, designing an Occupational Fitness Assessment form that:

• Better informs the medical community of the required work capacities (physical and non-physical); and
• Is proactive by suggesting possible modified work opportunities to the referring health professional.

Statistics Canada

Statistics Canada has a Disability Insurance Unit (a coordinator and two assistants) that works closely with disability insurers and employees. The agency has the support of the Employee Assistance Program, with a representative in the workplace to help employees fill out the required forms. The department has also recruited a former employee on a part-time basis to prepare pension estimates for employees who have been on leave without pay for a long time.

Statistics Canada's leave system sends managers an electronic reminder to act when their employees' leave applications are coming to an end.

Correctional Service Canada (CSC)

CSC has made its half-day disability management training, developed in-house, mandatory for all its managers.

Human Resources and Skills Development Canada (HRSDC)

The Health, Safety and Disability Management (HSDM) division has invested in training and development for Disability Management Advisors through the National Institute of Disability Management and Research's Disability Management / Return-to-Work Program Modules. The department is currently exploring other training options in order to enhance the ongoing learning and development of their Disability Management Advisors.

Department of National Defence (DND) / Canadian Forces

DND has distinct return-to-work training sessions for three different target audiences at all its bases across the country.

• The first session is a half-day training for employees. It is delivered by the local Return-to-Work Policy Advisor and local union representative to inform employees of the national DND return-to-work policy, their roles and responsibilities, and how the return-to-work process is applied locally.
• The second session is one day of training for managers of civilian employees. It is delivered by external contractors hired from the health and safety corporate office. Managers are informed of the national DND return-to-work policy and of their roles and responsibilities. The local Return-to-Work Policy Advisor informs managers how the return-to-work process is applied locally. Approximately 14 of these courses are delivered annually. In order to reach more managers, the course will be available online later in this fiscal year.
• Third is a three-day course for return-to-work committee members (human resources staff, union, Return-to-Work Policy Advisor). This training is delivered by the National Civilian Health and Return-to-Work Coordinator. The aim of the training is to help bases maintain, build and improve their return-to-work capacity, using industry best practices, with a strong emphasis on efficient communications strategies. This collaboration results in win-win solutions and maintains trustful relations within a team.

The most successful bases have been able to deliver this training regularly so that all parties know their roles and responsibilities. In addition, an active return-to-work committee promotes the program to all. It is proactive and demonstrates a collaborative team approach.

Health Canada

Health Canada has built training and awareness through Health Canada's Persons with Disabilities Opportunity Program. This program provides greater career mobility to self-identified persons with disabilities through assignment opportunities. The main

Health Canada has developed an Agents of Change Network that offers a series of programs and networks to promote employee capacity:

• Aboriginal Management Development Program;
• Health Canada Assignment Program; and
• Health Canada Science Management Development Programme.

As well, Health Canada has a number of employee networks and volunteers. These provide a forum for members to discuss issues and ideas, and provide advice and support to each other and to employees and managers. They also serve as consultation bodies for policies and programs within the department. Networks include the following (About Health Canada – Diversity):

• Aboriginal Employees Network;
• Agents of Change Network;
• Gay, Lesbian, Bisexual, Transgendered and Two-Spirit (Q Network);
• Health Canada Managers' Network;
• Persons with Disabilities Network;
• Visible Minority Network; and
• Young Professionals Network.

The Canada Revenue Agency (CRA) uses a network of volunteer referral agents as part of its Employee Assistance Program to help support co-workers in need. This network operates on the principle that every workplace already has employees whom others trust and feel comfortable speaking to when dealing with a personal or work-related concern. The Employee Assistance Program harnesses this valuable resource by carefully selecting, training and supervising these referral agents, who are then able to provide assistance to their co-workers while respecting Employee Assistance Program values of confidentiality and neutrality. Referral agents support employees who ask for assistance by listening to their concerns, providing them with information on resources available within the CRA or in the community, and encouraging them to access professional Employee Assistance Program counsellors. One important advantage of this network is that referral agents are often able to act as a first step for people who may not feel comfortable accessing professional counsellors immediately, thus widening the net of support that can be provided for employee wellness. Referral agents also promote the Employee Assistance Program by conducting orientation sessions and organizing other information or wellness events, and sitting on Local Employee Assistance Program advisory committees, often on a rotational basis. The ratio for this network is typically 1 referral agent for every 250 to 300 employees.

Human Resources and Skills Development Canada (HRSDC)

At HRSDC, its former Wellness Division introduced the Business Health Culture Index (BHCI) to the organization.

The BHCI is a tool designed to help foster the health of an organization and its employees by measuring the extent to which the "health culture" of the organization is working for or against its business objectives. It was developed by Dr. Martin Shain of the Centre for Addiction and Mental Health in partnership with Health Canada. Dr. Shain is one of Canada's leading social scientists in the area of workplace well-being.

The BHCI is calculated by measuring the four key job stress and satisfaction factors:

• Demand (time to do the work);
• Control (influence over how the work is done);
• Effort (mental fatigue due to the work); and
• Reward (appreciation for the work).

The Canada Revenue Agency is currently working on the development of new tools to help promote awareness of the importance of creating healthy workplaces. These will be based on the most current research, including Tracking the Perfect Legal Storm, by Dr. Martin Shain and research by Jean Pierre Brun.

Health Canada has developed Health Works, a guide developed for small businesses and that contains useful tools.

Parks Canada has developed an add-on software program to PeopleSoft to allow for case management information for occupational and non-occupational injury.