Considerations for an Employment First Strategy
Prospect Human Services helps create a more productive, diverse, and inclusive workforce through
programs that build individual, employer, and workplace capacity. We deliver a continuum of
employment and career development services to Albertans, including individuals with cognitive,
mobility, sensory, learning and developmental disabilities.
We offer the following comments on Alberta Human Services’ draft Alberta Employment First Strategy
1. Process, Drivers, and Resources
Prospect exists to eliminate barriers that prevent meaningful workforce participation. Therefore, we
support any reasonable effort to further this aim and agree with principles and goals outlined in the
Strategy. We would be remiss, however, if we did not comment on the peculiar sequence of events. In
March, the Province reduced funding to Community Access services for persons with developmental
disabilities by approximately $40 million. At the same time, it increased funding to employment services
for this population by roughly $3 million. The budget was used to signal a “transformational change” in
service delivery and movement toward the employment first model, now the topic of discussion on the
Social Policy Framework website. It strikes us as ill-timed that the broader conversation about an
employment first model is beginning a month from when the actual changes are to occur. While the
Strategy calls for a “step change”, it appears out of step with fiscal decisions that were announced back
in March and service reductions to occur in July. We sympathize with people with developmental
disabilities and their families, who are understandably seeking clarity and assurance.
We are unclear on how budget allocations could be arrived at without an understanding of what is
required not only to transform a service delivery system, but also (and more importantly), to shift
attitudes and build capacity in the workplace. We know from many years of experience that integrated
workplaces don’t just happen. They require a sustained effort to shift attitudes and effect systems
change. The preamble to the Strategy rightly points out, “The real key is the mindsets and behaviours
of all citizens for an inclusive society. This takes time and changes gradually.” This may continue to
occur naturally over time; however, if the Province is looking to accelerate this change, it will need to
dedicate the necessary resources. In the coming years this will require more investment, not less. In
implementing the Strategy, we cannot fool ourselves into believing that systemic barriers simply vanish
because of an economic imperative or a tight labour market.
Until the contradictions between budgeting decisions are reconciled with the goals outlined in the
Strategy, a “step change” will remain out of reach.
2. A Preferred Outcome
The Strategy affirms, “Employment or micro-business as the preferred outcome of working age youth
and adults with disabilities, including those with complex and significant disabilities.” To the extent
that this is intended to mean that we as a society will continue our efforts to integrate those individuals
desiring employment who are presently excluded, we agree. In the context of adults with
developmental disabilities, we must consider how this “preference” fits with long established values,
principles and service delivery standards that give primacy to client choice. Are we clear on who
“prefers” this model?
3. The Business Case and Compensation Structures
There is a business case to be made around making the workplace more inclusive, including employing
people with disabilities. The Strategy implies that employers should hire people with disabilities because
it makes good business sense vs. as an act of charity. We agree. What we seldom talk about in the
disability serving sector, is productivity. While the business case for hiring a person with a disability is
not always tied to individual productivity (for example, being seen to be a progressive, inclusive
employer can drive sales), there are situations where profoundly disabled people are unable to produce
at the same level as others. People in these situations should not be made to live in poverty. Likewise
employers, especially small business owners, often have very small margins to work with and cannot
ignore productivity. We need to consider ways to structure compensation so that persons with
disabilities are not penalized for having a disability and employers are not penalized for hiring them.
Prospect does not agree with wage exemption programs; we do agree that we need to arrive at
equitable and ethical models of compensation for all parties.
4. Micro-Business and Self Employment
Prospect does not specialize in micro-business and self-employment. We strongly encourage policy
makers to consult with those who do. Self-employment is a viable option for people with disabilities,
especially in the context of a pan-disability strategy that encompasses varying forms and degrees of
disability. There are philosophical questions to ask with respect to self-employment and micro-business
for profoundly disabled individuals. Self-employment and micro-business can serve as valuable means of
supplementing income, promoting self-determination and self-worth, and enhancing quality of life.
However there will be instances in which expectations for financial self-sufficiency would be misplaced.
5. A Skilled Workforce
The Strategy references, “…competency frameworks for helping to improve the professionalization of
the disability serving workforce, and the importance of accessible certificate and degree programs for
this workforce.” It then asserts, “Future dialogue will need to explore this area with particular
attention.” Mount Royal University recently announced that as a result of funding cuts to Alberta’s postsecondary institutions, it is suspending its disability studies diploma program. So on the one hand, the
Province is talking about the need to improve degree and certificate access, and on the other,
specialized education programs are being cut.
There is a more fundamental issue that needs to be addressed. Disability work needs to be seen as a
viable career choice. Without a sustained effort to pay competitive wages, we cannot expect people to
invest time and money to acquire professional qualifications.
6. A Focus on Employers
Creating more inclusive and integrated workplaces needs to focus equally on people with disabilities and
employers. In past decades we have asked, “Is the individual employment ready?”, and fashioned
supports and services to this end. We need to expand the focus on building workplace capacity,
changing attitudes, and making accommodations so we can answer the question, “Is the employer ready
to support an inclusive workforce?”
Late in the development of the Social Policy Framework, Prospect hosted a dialogue with over 20
partner employers already employing people with disabilities. Despite the innovative approach the
Province used to consult Albertans, not one of these employers had heard of the Social Policy
Framework prior to the session. It was a good process, but there needs to be a robust and far-reaching
conversation with employers. The success of an employment first strategy hinges on the buy-in of
employers. Including them early will inspire them to be more inclusive later.
7. Technology
Technology can enhance one’s ability to participate in the workplace. However, it is important not to
overemphasize its potential. Likewise, it is important to consider the initial cost of some higher level
technologies as well as the implications on workplace policies, systems and processes.
Much has been accomplished in the United States with respect to assistive technologies. Prior to
pursuing an Alberta PwD technology “Centre of Excellence”, it would be advantageous to forge
relationships with leading US technology providers and associations, including: The Assistive Technology
Industry Association, The US Business Leadership Network, and IBM.
8. A Pan-Disability Strategy
We agree with a pan-disability approach in which all disability groups have access to the services they
need. This should not be confused with a ‘one size fits all’ approach. It will be important to acknowledge
the varying costs of supporting different types of disabilities. The Strategy should consider whether
artificial barriers between support systems for various disability groups can be eliminated.
On behalf of Prospect Human Services
Melanie Mitra
CEO, Prospect