Chief Operating Officer / Canada
Five practices behind a member's waiting time
I count a disability or health claim from the member's first call, then build the sites, suppliers and staffing that keep that count honest in French and English.
01
Disability claims measured from first notice
I count short-term and long-term disability turnaround from the day a member or employer first tells us about an absence. That figure is less flattering than one measured from a complete file, and it shows where the time goes. In most delayed files the cause is an attending physician's statement, a missing employer form or an unanswered question to the member. I put experienced examiners at the start of the process to request that evidence on the first working day, accept it by telephone or upload where our medical consultants agree, and record what remains outstanding. Medical judgement stays with our nurses, examiners and consultants. My part is to give them complete files sooner and to show plan sponsors which delays we caused and which arose at the clinic or the employer.
02
French and English service from either site
A French-speaking caller should not wait longer than an English-speaking one, and our Ontario and New Brunswick plans include francophone members who expect the same standard as those in Quebec. I staff and route both centres so that each handles both languages every day, not only in an emergency. Sudbury takes about a fifth of our French calls in an ordinary week, and Trois-Rivières absorbs English overflow. That arrangement costs more than placing each language in one building, because bilingual agents are scarcer and take longer to train. I report waits and quality reviews by language and by site, and our executive committee sees the gap whenever French waits exceed English waits by more than a minute across a month. Averages across both languages would hide exactly the members we most need to see.
03
Paper and digital claims intake
About nine per cent of our health and dental claim lines, and most disability evidence, still arrive on paper or by fax, often from older members, small clinics or employers without payroll software. I do not treat that share as something to remove by a deadline. Every paper route we close shifts work onto a member or clinic that may be least able to absorb it. Instead, I make paper cheaper and faster to handle through same-day scanning and consistent indexing, while making digital submission easier for people who can use it. Before we retire any paper route, I ask the service teams who still relies on it, what those people would do instead and how we would notice if some of them simply stopped claiming. Silence in the claims data is not proof that a change worked.
04
Supplier and subcontractor oversight
We depend on 41 material outsourcing arrangements, from scanning and printing to drug-claims networks and telephony. The AMF expects a Quebec insurer to remain accountable for activities it outsources, and OSFI sets comparable third-party expectations for federally regulated peers and several of our reinsurers. In practice I want to know who actually performs the work, where personal information travels and what happens if a supplier fails. We now ask for subcontractor lists before contract award, test exit plans for critical arrangements and review service reports with the managers who depend on them. Quebec's private-sector privacy law requires an assessment before personal information is communicated outside the province, so our privacy and legal colleagues review any such proposal before signature. Supplier attestations are a starting point, never the evidence itself.
05
Succession for an ageing claims workforce
Thirty-seven per cent of our senior disability examiners and case managers can retire within five years. Many carry judgement that our procedures never recorded: when to request an independent medical assessment, how to speak with a member whose return to work has failed twice, which employers will genuinely modify a job. I treat that as operational risk rather than a human-resources statistic. We offer phased retirement, in which experienced staff work three days a week for up to two years while coaching a named successor, and we capture their reasoning on difficult files in short case notes that the clinical team reviews. The cost is overlapping salaries and slower output from each pair. The alternative is a quieter erosion of quality that would surface in appeals and complaints years later.
A leadership conviction
A member who calls us after a diagnosis has already begun waiting, whatever our file says. If our clock starts only when the paperwork is complete, operations looks faster than the member experiences it. I would rather report the slower, truer number and then change what makes it slow: the missing physician's form, the single telephone carrier, the supplier whose subcontractor we never saw.
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