SUPPORTING
THE ABILITY
TO WORK
Case studies
from the
Comcare
community
JAKE’S STORY
Jake is 20 years old and has Asperger’s syndrome. Finding meaningful work could have been difficult, but with the support of
his manager, Jake has flourished in his role as a Scanning Operator at the Department of Human Services.
For the majority of Australians, work offers long-term economic security and financial independence. It can also offer wellbeing
and happiness. But for many with a disability, finding the right job and an understanding manager can be a game of chance.
For Jake’s parents, watching their son continually adjust to living a life with Asperger’s has not always been easy. They have
watched him struggle at times to interact with others and were always concerned about whether he would be employed in
meaningful work when he was older. But these concerns started to dissipate when Jake started working at the Department of
Human Services. Getting a job and interacting with people on a daily basis quickly boosted Jake’s confidence, and his parents
believe he has become more independent and engaged with the broader community.
‘… for many with a disability, finding the right job and an
understanding manager can be a game of chance.’
RESPONSIBILITY AND ROUTINE REAP REWARDS
In his role, Jake is responsible for the quality assurance and filing of documents. He works part-time, four hours a day, five
days a week.
Jake needs routine—he likes to be busy and being able to do the work he is tasked with. Watching him, it is clear to see how
dedicated he is and his incredible attention to detail. If you were to ask his manager Jarrod if his need for routine was an issue
in the workplace, Jarrod would be quick to let you know that it’s not at all.
Jarrod accepts it’s part of who Jake is and accommodates it wherever possible. He has worked with Jake to develop a routine
to work effectively and to do his work to his best ability. Whenever there is a need to change his routine, Jarrod makes sure he
gives Jake as much notice and support as possible so he can adjust.
‘A ‘can-do’ mindset
that matches business
needs with work capacity
has benefited both the
organisation and Jake.’
MANAGER AS MENTOR
Jarrod mentors Jake in both a professional and
personal sense. Taking time to get to know Jake
and the things that he enjoys doing both within
the workplace and at home, has helped Jarrod
know when Jake is perhaps not having a good
day. Jarrod has worked with Jake’s parents from
the beginning of his employment to make sure he
gets the right support at the right time.
The support Jarrod has provided to Jake has
made it possible for him to enjoy a fulfilling
job. A ‘can-do’ mindset that matches business
needs with work capacity has benefited both the
organisation and Jake.
SUPPORT FROM MANAGEMENT IS CRITICAL
Lauren’s manager, Debbie, said the secret to her relationship with Lauren is listening and taking the time to understand things
from Lauren’s perspective. Debbie provides clear direction and is flexible when addressing Lauren’s needs. She encourages
Lauren to gain new skills, gives her options when it comes to new tasks she could do, and supports her through this process.
Debbie has supported Lauren to work part-time—three-and-a-half hours, five days a week. This meets Lauren’s capability as
well as the needs of the workplace. Debbie says the highlight for her has been seeing Lauren grow and develop into a happy
and confident young woman who gains incredible delight from learning something new. ‘The place just lights up when Lauren
walks in,’ says Debbie.
‘A supportive supervisor is vital to making this work,’ says Lauren’s case worker from Advance Personnel. ‘Debbie’s support
and care towards Lauren has allowed her to flourish both in the workplace and at home.’
LAUREN’S STORY
Lauren is a 22 year old woman with an
intellectual impairment. Lauren started working
at the Department of Health and Ageing
(DoHA) as an Administrative Assistant in the
Executive Branch of the People, Capability and
Communication Division. The Division is headed
by Samantha Palmer, First Assistant Secretary and
Disability Champion of DoHA.
When Lauren started working at DoHA, she was
shy and nervous and lacked confidence. But now,
she can confidently ‘work the room’. Lauren says
what she loves most about coming to work each
day is ‘Meeting new people, making friends and
learning new skills—it makes me happy.’
There’s not much that will keep her away from
work either, because coming to work and doing
her job is important to her. And it’s clear just how
much of an asset Lauren is to the team and the
organisation.
THE ORGANISATION HAS GAINED
Lauren has had a very positive impact on those she works with, and beyond. Debbie and Samantha both agreed the culture
within the Division has changed for the better since Lauren joined the team. Debbie and Lauren have demonstrated to other
managers how they too can support those living with ill health or disability.
For further information on the work Samantha Palmer is doing in the area of disability within DoHA, see the Disability
Champion case study—a call to disability leadership.
‘... the culture within the Division has changed for the better
since Lauren joined the team.’
IMPACT ON FAMILY
Lauren’s mum, Leanne, says the impact Lauren’s working life has had on her family has been profound—in a good way.
‘It is always a worry when you have a child with extra needs like an intellectual impairment,’ says Leanne. ‘Lauren started early
intervention from the age of two—it’s been hard work for a long time. When she was young I always worried about her future
and what it would mean for Lauren, there wasn’t always a light at the end of the tunnel, but now there is. I feel more settled
myself seeing Lauren happy and settled, and I am just so proud of where she has come to.’
DISABILITY CHAMPION—SAMANTHA’S STORY
Samantha Palmer, First Assistant Secretary and head of the People, Capability and Communication Division at the Department
of Health and Ageing (DoHA) was quick to say ‘yes’ when she was asked if she would take on the role of Disability Champion
for DoHA. It was a natural fit for Samantha—an advocate for an organisational approach that is comprehensive while
recognising the different needs, perspectives and interests of people with a disability.
FACT FINDING MISSION
Samantha set about working with leaders in the area of disability in the workplace and workers at DoHA to deliver improved
outcomes for staff with a disability.
The first thing she did was contact those within DoHA who identified as having a disability and spoke with them in small
groups as well as individually.
Samantha believes it is important people with a disability have the opportunity to play a part in decisions that affect their
lives. She wanted to hear directly from those with a disability about how she as a leader could improve their confidence in the
organisation.
The messages were clear:
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Workers with a disability wanted to have a voice and have their needs better considered.
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The responsibility for changing attitudes and responses to disability belongs to everyone.
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Workers wanted better awareness about disability, such as breaking down the myths and information on how to better
support staff with a disability.
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Workers with a disability wanted to be represented as a group on staff committees.
‘...all leaders at work can be disability champions and make a
difference if they put themselves in another’s shoes.’
FINDINGS DELIVERED TO THE EXECUTIVE
Samantha took what she had learned back to the department’s Executive Committee, which includes the Secretary, Deputy
Secretary and Chief Medical Officer, and started making improvements in the workplace for those with a disability.
A key achievement for Samantha as Disability Champion was the creation of a Disability Network for the organisation. The
network is open to all who would like to take part in improving disability confidence in the workplace. The network currently
consists of about 200 staff with a disability and 140 people without. It has provided an opportunity for workers with a disability
to meet others who may be working with similar challenges and provide an avenue for support.
Samantha has learned there are many barriers
organisations and individuals put in place, that
they probably don’t even realise make it hard for
staff with a disability to do their best.
She and her colleagues are striving for increased
disability confidence across the organisation.
This means managers have the knowledge and
skills to manage people with a range of health
needs and more confidence in staff to identify and
seek support. Key planks of disability confidence
include a reasonable adjustment policy that
everyone is aware of and applies appropriately.
Samantha believes all leaders at work can be
disability champions and make a difference if
they put themselves in another’s shoes. ‘Every
conversation and interaction you have has an
impact on that person—so make it a good one.
There is no excuse to say “I don’t have time”.
We are all busy; we all have the same amount
of time. Really it is about choice management—
making active choices that will have a positive
impact on someone else’s life.’
Since the start of the Disability Champion role,
the numbers of DoHA workers identifying as
having a disability has risen from 2.5 per cent to
4.8 per cent.
ACCESSIBILITY SUPPORT
UNIT, DEPARTMENT OF
HUMAN SERVICES
SERVICE MODEL DEVELOPED
In August 2010, the Department of Human
Services (DHS) endorsed funding for a nationallycoordinated Accessibility Support Unit, affirming its
commitment to improving workplace accessibility.
Workers have access to an Online Learning Centre that offers self-paced material including task cards, fact sheets,
troubleshooting guides, screencasts and podcasts. It also contains information for HR practitioners on assistive technology,
availability and appropriateness in the workplace, as well as fact sheets for communicating with third parties such as doctors,
when determining the option for workers.
The Accessibility Support Unit helps staff effectively
use endorsed assistive technology devices across
the department and supports Rehabilitation
Case Managers, Human Resources (HR) teams,
Business Development and IT Development
teams to choose, buy or use assistive technology
devices.
An accessibility toolkit has also been developed and is used to provide information including standards and guidelines,
availability of alternative document formats, development of accessible documents, and other relevant information.
The primary objective of the unit is to foster an
accessible and inclusive workplace by providing
assistive technologies that are compatible with the
department’s applications, and provide dedicated
product support, advice and training to workers.
The unit understands how workers use assistive
technologies in the workplace to carry out regular
roles and responsibilities. The unit has four staff,
and within the current team there is a combined
45 years of experience in working with assistive
technologies.
An effective service model has been created to deliver assistive technology support and training to staff members. Training is
provided remotely via the telephone, which is backed up by real time interaction on the staff member’s computer and enabled
via remote assistance PC technology.
‘Workers have access to an Online Learning Centre that
offers self-paced material including task cards, fact sheets,
troubleshooting guides, screencasts and podcasts.’
UNIT SUPPORTS WORKERS WITH INJURY OR DISABILITY
The unit supports workers who have an injury or disability or who present with the early signs of injury. It also provides support
to workers who use the speech recognition software Dragon NaturallySpeaking, a product that allows a worker to interact with
the computer and its applications by voice rather than by mouse and keyboard. The unit works in conjunction with HR teams
to make sure Dragon NaturallySpeaking is not only considered a viable alternative to manage injury, but also as an early
intervention tool to prevent it.
Workers who are visually impaired have access to assistive technologies known as screen readers—these include JAWS and
Zoom Text. The unit has a dedicated accessibility support advisor who has extensive experience with these technologies.
The unit is part of the department’s Workplace Diversity and Research team and has a strategic role in developing and shaping
policy and guidelines that relate to workers with permanent or temporary disability, illness or injury.
The unit provides an assistive technology evaluation service. It undertakes an interactive assessment of new and existing
applications or content being released by DHS. The team provides a formal report outlining key access issues and details
recommendations that will lead to a more accessible design and experience not only for users of assistive technology, but for
all workers who use the application or content. MANAGING ILL HEALTH IN THE WORKPLACE—JULIE’S STORY
Julie’s symptoms had been varied and debilitating. Smells and lights could trigger pain and nausea, while memory loss and
difficulty finding the right word were starting to affect her speech and written work. Ultimately, the severe headaches and nausea
became too much one day, and her manager, Belinda, called an ambulance.
In hospital, Julie underwent numerous tests to rule out stroke, tumour and meningitis. Eventually, Julie was diagnosed with a
rare form of complex migraine. Finally having a diagnosis was reassuring, but as Julie struggled to recover and manage her
pain, she also faced the challenge of managing a long term chronic disease.
She says, ‘The most frightening thing of all was being told that this could last anything from a few months to a couple of years.’
Initially, Julie was off work for ten weeks. During this time she received strong support from her manager and team. Belinda
contacted her regularly via text message and phone, and also visited, sent flowers and a care package. Belinda also
maintained contact with Julie’s husband and daughter in order to support Julie when she was too unwell to be in touch.
EARLY DAYS IN RETURN TO WORK
Julie returned to part-time work when her symptoms were manageable. The support she received from her team while she was
off work translated into strong support and help on her return. But due to an increase in her symptoms, Julie was unable to
continue her return-to-work plan and needed further time off work. Despite this setback, Julie had regular contact with her team
and felt well connected to them.
She said, ‘I knew that I wanted to get back to work, and I knew that work wanted me back. Never once did I feel isolated from
my team.’
While away from work, Julie was concerned she may not be able to manage financially as a result of being off work for such a
long period of time. She didn’t know how long she might be unwell, or if she would ever recover sufficiently to be able to work.
Taking the initiative, Belinda worked with Human Resources and identified options for Julie. Julie was relieved strategies were
put in place before things reached crisis point.
‘I knew that I wanted to get back to work, and I knew that work
wanted me back. Never once did I feel isolated from my team.’
FROM THE MANAGER’S POINT OF VIEW
On the day Julie became unwell at work, Belinda
saw how debilitating Julie’s symptoms were. She
was so unwell that Belinda accompanied her in
the ambulance to the hospital and waited with her
until her family arrived.
During Julie’s hospitalisation and the time she
was off work, Belinda recognised the importance
of remaining in contact with Julie to offer support
and minimise any concerns she had about being
off work. Sometimes Julie was so unwell it was
difficult for her to talk, so contact was limited to
text messages. Julie could then reply when she
was feeling up to it.
The team was also concerned for Julie. Belinda
alleviated their concerns by regularly emailing
them with updates on Julie’s recovery. Together
the team organised a care package of goodies
to show they cared for her. Belinda also made
sure Julie remained connected with the team—as
Julie did not live in town, Belinda arranged team
meetings on days when she knew Julie had a
doctor’s appointment in town so she could attend
if she felt well enough.
SUSTAINED RETURN TO WORK
STRATEGIES THAT WORKED
When Julie was able to ultimately return to work, she and her team took on the shared responsibility to support her return.
At first, Julie was unable to cope with the additional demands of the workplace and needed to temporarily work from home.
Julie’s return-to-work plan included working from home interspersed with working in the office to prepare her for work again, or
‘work hardening’.
The following key factors were identified as
contributing to a successful outcome for Julie.
Julie’s manager and team assigned her project work she was able to complete from home. She was able to work at her own
pace to finish the assigned work. A home assessment was carried out and equipment was provided—a laptop and external IT
access, a chair and other ergonomic support to ensure safe work practices.
As Julie’s condition improved, new duties were gradually re-introduced. With minimal recurrence of symptoms, her confidence
has grown, and she has been able to continue to work productively. With some flexibility, Julie is now managing full-time
hours and duties.
‘With minimal recurrence of symptoms, her confidence has
grown, and she has been able to continue to work productively.’
Individual:
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sharing responsibility between the worker
and workplace
>
developing a safe relationship with the
manager based on trust
>
staying engaged and connected with the
team.
Work:
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flexibility and support from the workplace
to identify and accommodate adjustments
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engaging a case manager who was able
to relate to both the manager and worker
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pre-empting problems and proactively
addressing concerns
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returning to real work the worker was able
to take pride in.
KEY SUPPORTS FOR JULIE’S RETURN TO WORK
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Flexibility. With some flexibility and the ongoing support of her manager and team, Julie was supported to return to preillness duties. Julie recognises she will have recurrences and may need additional support over her working life, but the
strategies she has in place will lessen the physical and emotional strain of managing these episodes of ill health.
Manager support and reasonable adjustments. Julie’s manager Belinda recognised the need for reasonable adjustments
to minimise the impact of health problems, and to support Julie so she could return to work. She was flexible and
supportive in the options she arranged with Julie. Julie was able to be moved to a quieter area, fluorescent lights were
removed and Belinda actively worked with Julie to monitor her workload and manage symptoms.
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Good work. Julie knew the work she was producing was real work, contributed to organisational goals and was valued
by her team.
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A General Practitioner (GP) focused on ability. Julie’s GP provided support throughout her illness. When a return-to-work
plan was developed, she helped Julie identify what she was able to do, what issues may occur and how the workplace
could provide support.
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Proactive case management. Julie’s manager engaged a case manager who developed a strong relationship with Julie
and proactively worked to identify and address issues as they arose.
Community:
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initial and ongoing support from the
manager and the team
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a GP who focused on ability and how
return to work could be supported.
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strong family support outside work.
An intelligent young man with a lot to offer the workforce, Scott failed to win a job for the next three years.
It was not until he turned up for an interview at the National Museum of Australia—along with 820 other hopefuls—that his
luck changed.
SCOTT’S TALENT SPOTTED
It was at the Museum that Scott met Meredith, his new manager, and his working life really took off.
Meredith made it her mission to find out how she could help Scott meet his potential. She says she saw a young man with
‘tremendous ability to contribute to the organisation’, and set about making that a reality.
First, she talked to Scott openly and frankly about what his abilities were, what he liked, what motivated him and what support
he needed from her. Meredith speaks a lot about building Scott’s trust and thereby his confidence.
SCOTT’S STORY
It was not until he turned 12 that Scott was
diagnosed with Retinitis Pigmentosa (RP), a
genetic eye condition that damages the retina and
eventually leads to incurable blindness.
Until then Scott had assumed everyone had poor
eyesight during the night, and that was the reason
for headlights and torches!
As Scott got older, he quickly learned the harsh
truth about how his disease would affect any
career.
At 18, Scott was discharged from the Army
Reserve when he lost all night vision and couldn’t
carry out the tasks assigned to him. He started
working in an administration and customer‑based
role for a large company, but again, his
deteriorating eyesight made it difficult to carry out
his role. Feeling unsupported in the workplace, he
decided to leave.
‘It took some time for Scott to learn to trust me as his manager around the issue of his sight, and to build his self-confidence.
Scott was then able to build trust in our organisation, which further built his confidence in himself and his abilities. This was
very much a two-way process that took time.’
‘First, she talked to Scott openly and frankly about what his
abilities were.’
RESEARCHING EQUIPMENT FOR VISION IMPAIRMENT
As part of this process, the pair researched programs and new equipment available to people with vision impairment. They
visited Vision Australia to find out about the support systems and equipment available to help make it easier for Scott at work.
‘This helped so much because equipment and technology is ever-changing and it was great to see what new equipment and
resources were available to assist Scott to do his work more easily, and do work that he may not have been able to do without
it,’ Meredith says.
‘As his RP has progressed we have undertaken workplace reassessments and this has also given us an opportunity to pick up
on new technology.’
With the new equipment in place, Scott felt that ‘for the first time I could undertake any work task asked of me and give back
tenfold.’
In the space of four years, Scott went from an APS2 level to an APS6, and is now managing 45 paid and 85 volunteer staff
as Acting Assistant Manager for Visitor Services and Volunteers. He is also Chair of the Disability Network Group within the
National Museum of Australia.
‘... everyone has the right
to participate fully in the
workforce.’
DISABILITY NO BAR TO CONTRIBUTING
Being engaged in meaningful employment has
given Scott back his confidence. He now feels
empowered and happy, secure in the knowledge
he is contributing to the goals of the organisation.
Scott believes work has to be meaningful, add
value, and the employee has to know how their
work is contributing to the organisation. When
this happens, ‘you feel like you have a purpose
in going to work each day and it builds your
confidence,’ he says.
He says if it wasn’t for a supportive and caring
work environment, he would probably be ‘doing
some volunteer work and sitting on a pension
going nowhere … and that’s a depressing
thought!’ Working has also brought happiness for
Scott and his wife along with financial security
and choice, something they didn’t have before.
Meredith’s message is simple: ‘I would
encourage all managers to commit to helping
your employees to be the best they can be,
as everyone has the right to participate fully in
the workforce. Take the time to find out what
motivates them, support that motivation and don’t
give up on pursuing the options and assistance
that is out there.’
Published by Comcare
© Commonwealth of Australia 2013
Improving employment, recruitment and retention of people with a disability at all levels in the
public sector and in funded organisations is a goal of the National Disability Strategy 2010-2020.
For more information on how your workplace can make a difference see the Australian Network
on Disability website.
Comcare
GPO Box 9905
Canberra ACT 2601
Telephone 1300 366 979
www.comcare.gov.au