CNIB National Braille Conference 2014

Speaker Presentation

Slide 1 - CNIB Braille +

Event: 2014 CNIB National Braille Conference - BRAILLE +
Host: CNIB Braille+ - Toronto
Date: October 30-31, 2014
Location: Courtyard by Marriott Downtown Toronto - 475 Yonge Street, Toronto, ON M4Y 1X7
Contact:Request Conference Information
Topic: Digital Intelligence And The Social Conscience Bridging The Digital Mind-set
Abstract: Exploring the emerging global economy and the impact on disabled Canadians. Digital communications and the power of knowledge is shifting the balance of society. From corporate control to crowd sourcing influence, we are changing the world and the role we each play. What is the future of education and employment for blind, low vision, and deaf-blind Canadians? Are we in control of our destiny or subject to fate?

Slide 2 - Introduction

Business and Educational Services in Technology
BEST A11y Consulting

David Best, Accessibility IT Specialist

An Accessibility IT Specialist helping organizations to increase employee productivity and market growth.

E-mail Contact

Slide 3 - Content

Slide 4 - Objective

Slide 5 - Purpose

To create a more inclusive society through Education, Awareness, and Advocacy, that will result in greater equal employment opportunities for blind, low vision, and deaf-blind Canadians.

Slide 6 - Impact

Slide 7 - Progress

We are moving toward a global digital economy by seamlessly integrating machines and people:

How is your organization preparing to compete in a rapidly changing world of compliance standards and inclusion best practices? Comparing past events and current activities will provide a greater understanding for future global economic trends and changing societal expectations.

Slide 8 - Trends

Slide 9 - People Trends

Slide 10 - Technology Trends

Slide 11 - Collaboration Trends

Slide 12 - Innovation Trends

Slide 13 - Business Trends

Slide 14 - Future Trends

Slide 15 - Observation

Slide 16 - Conclusions

It appears that as we approach the intersection of people and machines, the rapid change in society is having an impact on the way we interact with one another and how we conduct daily life tasks. Progress is influenced by two societal barriers, which are not unique to people with disabilities.

Slide 17 - Action (Business)

Slide 18 - Action (Community)

It is estimated that less than 20% registered CNIB clients are totally blind, and only 10% are braille users, and less than 1% of those are professionally employed.
It is estimated that less than 23% working age clients are employed, and of that less than 1% are employed in their chosen profession and utilizing their university training.

Slide 19 - Evidence (Reports)

Special report: America's Best Companies to Work for in 2014

DiversityInc report: Top 10 Companies for People With Disabilities in 2014

Canadian Business SenseAbility (CBSA) Canada Economic Action Plan

Slide 20 - Evidence (Education)

Why does the unemployment rate for highly skilled disabled people continue to grow, and why does the increasing need for qualified skilled workers in Canada continue to grow? We know that getting a good job, and sustaining a successful career, correlate with one's level of educational attainment.

The recent HEQCO (Higher Education Quality Council of Ontario) Access to Education and Training report found that higher levels of continuing education disengagement are observed for visible minorities, aboriginals, respondents identifying a disability, and immigrants. With regard to work environments, higher levels of engagement are observed for workers in unionized jobs, and employees of larger firms. The report revealed that workers in occupations unique to primary industry, processing, manufacturing and utilities were the least engaged in job related education and training. Employment in the private sector was also associated with higher probabilities of disengagement compared to employment in the public sector.

Slide 21 - Evidence (Business)

Business analyst reports show that a hierarchy of management is expensive in todays digital age. the typical management structure increases the risks of large calamitous decisions, because the most powerful managers are the ones furthest from the front line, and most dangerous when the decision-makers power is uncontestable. A multi-level management structure means more approval layers and slower responses, and that impedes decision-making. The advent of globalization, the Internet, and social media has changed the way we do business, and the result on management-driven hierarchical bureaucracies is devastating. Management should be a process that encourages employee engagement. An organization must be built upon the quality and passion of the people within it.

Business studies of why large companies, like Nortel Telecoms and Block Buster, have failed over the past ten years show two key factors: A Culture of arrogance and Systems Blindness. Management was unwilling to accept advice and adopt change in best practice strategies for the emerging digital age. Management power struggles shutdown effective communication processes between business units, and accountability was unchallenged. More than 70% of private organizations are reported to be in violation of the AODA, and have not been challenged by the Ontario government. Provincial ministries and obligated sectors continue to plan, select, permit and fund inaccessible barriers despite the Charter of Rights, Ontario Human Rights Code, the AODA, and common decency and sound planning.

The total cost from mental health problems and illnesses to the Canadian economy is significant. In 2011 the Mental Health Commission of Canada (MHCC) study reported that the economic cost to Canada is at least $50 billion per year. This represents 2.8% of Canada's 2011 gross domestic product. It cost business more than $6 billion in lost productivity (from absenteeism, presenteeism, and turnover) in 2011. In any given year, one in five people in Canada experiences a mental health problem or illness and it affects almost everyone in some way. The report shows that the impact of mental health problems and illnesses is especially felt in workplaces and among working aged people. About 21.4% of the working population in Canada currently experience mental health problems and illnesses, which can affect their productivity. Mental health problems and illnesses account for approximately 30% of short and long term disability claims and are rated one of the top three drivers of such claims by more than 80% of Canadian employers.

According to a 2013 Morneau Shepell study conducted in conjunction with Queen's University, workplace stress levels in Canada have doubled since 2009, and financial stress has tripled. Furthermore, mental health issues accounted for one out of the four inquiries to the company's employee assistance program (EAP) services. Employers need to focus on the relationship between mental health and productivity moving forward. More and more employers are facing employees that are on the job but, because of illness or other non-health-related issues, are not very productive. This issue is called presenteeism. Presenteeism is a productivity and performance related issue that is receiving increased attention and concerns from employers.

According to Statistics Canada, the average days absenting per employee per year is 7.5 days or 3% of salary. Studies of some chronic conditions and health risk factors found that lost productivity from presenteeism was 7.5 times greater than productivity loss from absenteeism. For some stress related health problems such as heart disease, hypertension, migraines, and neck or back pain, the ratio increased 15 times greater.