How Much Will it Cost to Hire a Labour Lawyer?

Benefits-of-a-Virtual-Law-Practice

 

Legal fees can be shocking, to say the least.  One of the biggest complaints clients of lawyers have is that they didn’t know what to expect when it comes to their lawyer’s fees.  Even though fees are set out in advance of establishing a lawyer-client relationship, clients are often surprised at how much time a lawyer spends on their case and as such can be surprised at the ultimate cost of services.  Another factor that clients don’t always realize is that lawyer fees are essentially unregulated – lawyers can charge whatever rate they like and there are different fee arrangements too.  With that in mind, knowing how much it will cost to hire a labour lawyer can be difficult to define, but knowing more about these fee arrangements will help you understand how much to expect a labour lawyer to cost.

Hourly Rates

Hourly rates are conventional fee arrangements for labour lawyers.  With hourly rates, lawyers are paid for the time they spend on your case which means there isn’t always a lot of incentive for them to settle cases efficiently.  Hourly rates are a great choice for concrete tasks including contract review, but not great if you anticipate a lawsuit.  Court costs themselves are quite expensive, and if you have to pay your lawyer’s hourly rate as well, you could be in for a hefty bill.  Also, if you seek employment law services, there’s a good chance your employer knows your funds are limited and they’ll be motivated to drag the case out as long as possible so that you simply cannot afford your lawyer’s time.

Contingency

Labour lawyers also work on contingency.  Contingency agreements are those in which lawyer’s take your case based on their estimates of damages you may recover.  With contingencies, lawyers will agree to take your case with no or little up-front cost, but will take a percentage of your settlement – usually between 20 and 30 per cent.  If you have a strong case, a contingency agreement will allow you to access legal services without concern for escalating costs as they are fixed in advance and dependent on court awards.  However, it’s important to know that lawyers are playing the odds – if they offer a contingency agreement, they likely realize there is a potential for a large settlement and they’d be better off with a contingency agreement than an hourly result.

Time versus Result

Finally, some lawyers will also charge clients based on the greater amount of hourly or contingency agreements.  These are the least beneficial for clients because a lawyer is going to get paid a percentage of your settlement/court award or hourly rate – whichever is greater.

Ultimately, as the client, it is important for you to consider the different types of fee agreements before hiring a labour lawyer and negotiate an agreement that works best for you.

 

We are Pleased to Announce We Have Won Several Awards in 2017

awards 2017

The Worldwide Financial Advisor Awards Magazine is an internationally acknowledged online magazine based in the United Kingdom.  With readership exceeding 74,000 lawyers, advisers, consultants, and executives per issue representing 92,500 online subscriptions and subscribers in 159 countries, Worldwide Financial Advisor Awards Magazine is dedicated to recognizing the best professional and financial institutions around the world.

2017-AI-awardWith great success, the magazine published a Financial Monthly Global Awards 2016– Labour & Employment Lawyer of the Year issue wherein they recognized us for global leadership and expertise among the highest quality lawyers around the world.  Additionally, The Lawyers Worldwide Awards Magazine  presented us with the Lawyers Worldwide Awards Super Lawyers 2017 celebrating prolific law firms that stand for excellence and tenacity, thereby positioning themselves as the preeminent firms in their areas of specialization.

 

Given the prestige of these awards, we are proud to announce that we have won several awards in the Lawyers Worldwide Super Lawyers 2017 campaign.  Through a process that involves evaluation by a panel of highly respected judges, as well as feedback from the readership of Lawyers Worldwide Awards Magazine, we were nominated in the category representing Labour and Employment Law Firms.  Along with our many esteemed competitors, our firm was assessed on factors such as client retention, speed of response, and ability to manage complex cases while maintaining the utmost in client satisfaction and comfort.  Indeed, these awards are presented to firms that navigate all manner of multifaceted cases while ensuring clients are treated with unparalleled respect and provided uncompromised support.

seal - awards 2017As such, we are now rated one of the Top 3 Employment Lawyers in Coquitlam, BC.  Our efforts to consistently provide exceptional law services to our clients throughout Coquitlam and the Lower Mainland have been validated by not only our clients, but now by our international community. This is no small feat.  Utilizing a 50-point inspection process, our firm excelled across categories including reputation, history, complaints, ratings, satisfaction, trust, and cost.

Yet, as an even greater tribute our firm was also recognized by Global 100 as Employment and Labour Lawyer of the Year – Canada 2017.  This is certainly a humbling prize, and one that demands we recognize our amazing community of clients, as well as our international colleagues.  As an Employment Law Firm, we know the stress and uncertainty that many of our client’s face, and while our main goal is to provide quality services and the best possible support in their times of need, we feel very privileged to receive this award.  We take it as a representation of our dedication to the individualized needs of each of our clients and our determination to serve them each with excellence and respect.

Finally, we are incredibly honoured to be acknowledged by the British Columbia Branch of the Canadian Bar Association with their Innovative Workplace Award.  Recognizing creative leadership and innovation in the workplace, we are pleased to represent the forefront of virtual law practice by receiving this award.  As one of the first virtual law firms awarded, the Canadian Bar Association – BC Branch applauds our use of user-friendly, reliable technology in delivering efficient, affordable, quality legal services to a wide range of clients in British Columbia.  Through the use of pioneering technology, we have been selected for providing exceptional services to clients even in remote locations where they normally would not benefit from access to labour or human rights legal services.  Combining creative solutions and leadership to promote innovation in the practice of law are the foundations that allowed us to win the Innovative Workplace Award – a prestigious honour that we very graciously accept.

The RCMP at the Point of No Return

The RCMP at the Point of No Return

By Darryl T Davies


The colossal understatement of the year has to be that from Public Safety Minister Ralph Goodale.  In a recent interview when he was asked about the idea of civilian oversight for the RCMP he commented “It would be a massive change in the way the institution has operated for over a century” and “require careful thought”.  Just how much careful thought is needed to recognize and take action to overhaul the management of the RCMP at RCMP Headquarters?  Consider their performance in recent years.

First, it is now widely recognized from the ruling by provincial court Judge R. Leslie Jackson that the RCMP grossly bungled and mismanaged the delivery of equipment to front line officers, such as patrol carbines and body vests. By failing to exercise duty of care they placed their front line officers lives at risk. In the view of many this contributed directly to the number of officers that were shot and killed in Moncton in June 2014.  It is remarkable that nine years earlier when four Mounties were killed in Mayerthorpe by a deranged gunman, that RCMP officers were seriously lacking in adequate firepower and body vests.  Despite overwhelming evidence the RCMP did nothing substantive to address this gap in the arsenal of the rank and file.  Much like our current public safety minister Ralph Goodale they claimed they needed to give the matter careful thought.  For RCMP management nine years evidently was not enough time but this was not a view shared by Judge R. Leslie Jackson when he convicted the RCMP in September 2017 in a Moncton courtroom.

Second, the RCMP paid out hundreds of thousands of dollars earlier this year to members of the rank and file who were bullied and subject to sexual harassment for years. The fact they did not fire one single officer in the senior ranks who was responsible for this predatory behaviour defies logic but then again if history is anything to go by with the RCMP they probably needed time like nine years to study the problem.

Third, then we have RCMP management who are so out of touch with what’s going on in their organization that they were not even aware that some of their employees were running around stark naked and flashing their genitals to all and sundry at the RCMP Police College. What a ringing endorsement for an organization that is fixated on its public image.

Fourth, this past March both the Auditor General of Canada and the Civilian Review and Complaints Commission for the RCMP released damning reports highlighting the fact that the RCMP is in every sense of the word a dysfunctional organization.  Both reports set out clear recommendations outlining what is wrong with the organization and how to fix the problem.  Despite this fact the public safety minister has stated on the record that he needs to study the problem.  There have been innumerable reports that have been produced in the past five years setting out a blue print for changing the RCMP and yet not one public safety minister has had the wherewithal to have their recommendations implemented.

Any organization that operated the way the RCMP have operated would have been disbanded years ago. How many public safety ministers and how many years does it take for governments to fix a problem?  In many respects we should be grateful for the fact that we have independent and impartial courts of law in Canada or nothing would change for the better.  For many observers who are knowledgeable about the problems in policing, public safety ministers have been carrying around a picket fence with them for so long that the best they can offer when confronted with a major crisis is to sit on it. The fact that nothing changes is a sad commentary but it speaks clearly to the fact that when it comes to fixing the RCMP the problem is due to the four horsemen of political inaction namely inertia, ignorance, apathy and cost.

Fifth, in recent years there have been an inordinate number of lawsuits launched against the RCMP. Many of these lawsuits have been filed by individuals in the rank and file who have endured years of horrific abuse and maltreatment. These lawsuits have been filed at considerable cost to the taxpayers of this country and this is largely due to the fact that RCMP management are so incompetent that they can’t see or refuse to see a problem when it’s staring them in the face.  Earlier this year a judge called the RCMP’s treatment of a sergeant ‘outrageous’ in a bullying case.  The judge described the RCMP’s actions against Sgt Peter Merrifield as reckless and awarded the plaintiff $41,000 in lost wages for delayed advancement and $100,000 in general damages. The judge slammed the RCMP for its lack of credibility and forthrightness in defending the case.

In recent months a number of very brave and honourable members in the RCMP rank and file like Corporal Patrick Bouchard have been speaking publically about the way they have been treated by senior management in the RCMP and its inadequate leadership.  Although it’s an internal disciplinary offence to criticize the RCMP in public a number of very courageous members within the Force have called out the organization for its dysfunctional and lack lustre leadership.  In my view these officers should receive the Order of Canada for having the courage to speak out about the malignancy that is infecting the highest levels of the organization.

Sixth, recently the former president of the Mounted Police Professional Association of Canada Rae Banwarie tendered his resignation from the RCMP.  In doing so his letter chronicled the reasons for leaving the RCMP.  When people of his calibre give up on the organization it should send a clear message as to why so many members are quitting the force and why the RCMP’s recruitment program is floundering. Rae Banwarie’s letter should be read in the House of Commons to every member of parliament so they and all Canadians can learn about the extent of the problems in our national police service.  It’s a fair question to ask who wants to work for an organization that as BC psychologist Mike Webster stated a few years ago will make you sick?

When you factor in the rampant patronage at RCMP headquarters and the view by some observers that they are using archaic and obsolete training methods one could cogently make a case that the RCMP is already at the point of no return.  If there is any luminosity in this bleak picture it’s the rank and file.  Despite serious staffing shortages that are causing occupational stress for RCMP members the vast majority of them are continuing to provide our communities with stellar policing services across the country often at great cost to their health and personal lives. This is not the time to be making  political platitudes while the institution is at the edge of the abyss.

Instead of wasting time claiming he is going to study the problem, Public Safety Minister Ralph Goodale should do something concrete and now.  For starters, he could make major management and structural changes at RCMP Headquarters.  The evidence that management is to blame for the RCMP’s Pandora’s box is overwhelming. In addition, he should immediately take measures to establish a civilian review board so that it’s in place before the next Commissioner is appointed.  Finally, he can make the process for selecting the next Commissioner of the RCMP transparent, open and accountable.  The time for studying the problem has long passed.

Darryl T Davies is an instructor in criminology and criminal justice in the department of sociology and anthropology at Carleton University.  Professor Davies was a crown witness at the Labour Canada trial against the RCMP in Moncton, New Brunswick. 

What is Collective Bargaining?

What-is-Collective-Bargaining

Simply put, collective bargaining refers to the negotiation of salary, benefits, and conditions of employment by a body or group of employees.  People are most often familiar with the term “labour union” or just “union” as the common name for a body of employees that enters into collective bargaining.  As a specialized field of negotiation, collective bargaining between labour unions and their employers allows for employee rights that extend beyond government labour laws, but these negotiations are still covered by legal requirements.

It is important to know that legal statutes protect employees’ rights to form collective bargaining units in order to negotiate employment terms.  This means they may negotiate as a group for any number of rights from salary and benefits to working hours and working conditions.  For many employees, negotiating employment terms as a collective affords them an opportunity to help and protect each other from potential consequences associated with their negotiations.  Similarly, legal statutes also afford unions in the private sector extended rights for unpaid leave as a means of negotiation – in other words, unionized workers in the private (and often public) sector have the right to strike.

However, unions in North America must also be appropriately recognized through a certification process.  This process requires that the union, or collective bargaining unit, can demonstrate majority support for the union before it can claim to represent the collective rights of the group.  Typically, governmental bodies must validate the union as most provinces hold jurisdiction over working conditions including minimum wages, working hours, termination requirements, and general working conditions.  For example, in British Columbia, the Employment Standards Act outlines the rights and responsibilities of workers and employers in the province.

With respect to collective bargaining negotiations, one might view the issue as two sides of the same coin.  Employers and employees sometimes have conflicting interests but share a common goal.  Most often, conflict will arise from economic concerns but working conditions that impact health and safety are also common motivators for collective bargaining negotiations.  As unions have become more sophisticated in North America, unions now often petition for improved working benefits such as extended health plans, increased vacation time, and leave to attend to personal emergencies.

Collective bargaining is a complicated process that involves specialized legal know how.  In most cases, an employee represented by a union cannot seek outside legal council in Canada, unless they feel they are not adequately represented by their union.  Moreover, union employees pay careful attention to the stipulations of their collective bargaining unit because they are often required to act in the best interests of their unit even if these contradict their personal interests.  Ultimately, collective bargaining is common in Canada and North America and there are benefits and drawbacks for both employees and employers.

Image-Duty, Service, Sacrifice

Duty Service SacrificeOn Saturday, 26 June 2017, Sebastien Anderson was humbly honoured to receive from Cst. Leo Johnston’s parents and family a limited edition print, “Duty, Service and Sacrifice” in appreciation of the pro bono legal assistance he provided to them. The back of the framed print is inscribed in Leo Johnston’s mother’s handwriting as follows: “Thank you for your Support in our time of need. Grace & Ron Johnston.”

This limited edition commemorative print was created exclusively in the memory of Cst. Leo Johnston, Cst. Brock Myrol, Cst. Anthony Gordon, and Cst. Peter Schiemann, who gave their lives in service to their country on 3 March 2005, near the town of Mayerthorpe, Alberta. Proceeds from the purchase of the print go directly to The Fallen RCMP Family Fund.

 

Sadly, Leo Johnston is buried in an unmarked grave in the RCMP cemetery at Depot in Regina, Saskatchewan.

Leo-Johnston-Grave-Location

 

 

 

 

 

 

 

 

 

Shamefully, the RCMP refused to disclose his precise grave site to his family, until most recently when a member of our firm was able to obtain this information for the family. Sadly, Grace, Leo’s mother, died in January 2017 without knowing the location of Leo’s grave.

The following poem by J.S. McGregor informs the visual content of the print.

Four Black Horses
Four black horses without riders
Galloped the Alberta plain;
Four black horses, sent from depot
To bring them back again;
Four black horses with empty saddles
Racing the cold prairie sun;
Four black horses arrive at the farmyard
As the last bullet leaves the gun;
Four black horses stand with head bowed
Wait ‘til the echoes subside;
Four black horses turn as they’re mounted,
Now their heads held high with pride,
Four mounted policemen take hold of the reins
Spur their mounts hold lances high;
Four black horses, red surge in the saddles,
Disappear in the Alberta sky.

Leo Johnston we thank you for your service to your country. Your sacrifice for enforcing the rule of law will not be soon forgotten. We continue to mourn his loss with Leo Johnston’s family.

Employment Group Benefits

Employment Group Benefits

As an employer, you might be asking yourself about the pros and cons of employment group benefits.  Employer-sponsored benefit plans cover everything from drug and dental coverage to life insurance.  Job seekers are drawn to positions that offer group benefits, especially when it comes to extended health coverage that provides more insurance than offered through government health plans.  So, employer-sponsored health plans can help Canadian employees cover more of their healthcare costs, but are there benefits for employers.

In a nutshell, employment group benefits may include life insurance, accidental death and dismemberment insurance, extended healthcare coverage, dental care coverage, and even disability benefits.  Generally speaking, the costs of these benefits are moderate for the employer, especially given the value they offer.  This is especially true since insurance providers will often offer much more affordable rates for group packages when compared to the retail market.  And all your employees will be eligible to receive these benefits in most cases.  Insurance companies offer benefits for all group members without the need for medical exams to determine eligibility since the plans tend to be lucrative for them as well.

As mentioned, job seekers are drawn not just by salaries but also benefits packages and the peace of mind offered by these packages is often psychologically more attractive than a salary increase that costs the employer the same amount.  There are even flexible benefit plans available that allow employers to offer various benefit options for different job classifications.  And sometimes, employers can subsidize the cost of some benefits packages by requiring employees to make contributions to participate in a plan.

But beware.  Unionized workplaces are well-known for offering insurance benefits to employees, particularly in order to protect employers from worker disputes or grievances.  Unfortunately, even when certain benefits are not offered, employees can still try to make legal claims for benefits that are not outlined in a collective bargaining agreement – and there are precedent cases that provide evidence.

Indeed, unionized employers may be liable for group benefits even when they have insurance coverage.  It is the responsibility of the employer to ensure that the collective bargaining agreement specifically outlines the details of the insurance policy with respect to the nature and amount of the benefits.  In other words, if there are discrepancies between the collective bargaining agreement and the insurance policy, the employer may be liable.

Ultimately, employment group benefits can provide employers a cost-effective way of attracting the top candidates to positions in their company, but it is the employer’s responsibility to ensure that the details of the benefits are clearly and accurately stipulated in any employment contract.  That being said, with a meticulous employment contract, group benefits are often one of the best ways to attract talent to your business.

How Much is a Severance Package?

How-Much-is-a-Severance-PackageMake no mistake, in British Columbia (BC) employees have few rights when it comes to dismissal from employment and associated severance packages.  Unless you have negotiated terms of dismissal and severance in a unique employment contract or you are a union member, the terms of your employment are likely outlined in the BC Employment Standards Act.  According to the regulations in this document, employers may dismiss any staff member for any reason at any time; though, there are essentially just two categories of dismissal – just cause or without cause.  If you’re wondering about how much severance you are owed, it is important to understand each of these categories and the provincial laws that govern them.

Just Cause and Severance

There are a few reasons your employer may dismiss you with cause or just cause.  These cases are not common because a serious infraction by the employee must have occurred.  For example, theft, dishonesty, fraud, and assault or harassment of co-workers or clients are examples of reasons and employer may dismiss you for cause.  In the case of just cause, an employee is not eligible for severance pay or notice, though the burden of proof falls on the employer.  If you have been dismissed for so-called “just cause” and you dispute the reasons for your dismissal, you may want to consult with an employment lawyer.

Without Cause and Severance

Unfortunately, employees have few rights when it comes to dismissal; however, when an employee is terminated without cause they are entitled to severance pay or adequate notice.  There are many reasons an employee may be dismissed without cause including downsizing, poor workplace performance of the employee, or company restructuring.  But what are your rights if you are dismissed without cause?

In a nutshell, BC employers must either provide employees notice of termination or severance.  Depending on your term of service, your entitlement varies.  With respect to severance, an employee who has served three consecutive months with a company is entitled to one week paid severance; after 12 consecutive months of service, your entitlement is 2 weeks’ pay; and after three consecutive years, your entitlement is three weeks’ pay plus one week’s pay for every additional year of employment.  Maximum severance in BC is set at 8 weeks’ pay.

In lieu of compensation, an employer may also provide written notice of dismissal which is calculated in the same way.  For example, if you have been employed for 4 years, you are eligible for 4 weeks’ notice.  Moreover, an employer may choose to combine severance and notice; again, if you have been employed for 4 years and an employer provides 3 weeks’ written notice of dismissal, you are still entitled to 1 week of severance pay.

Exceptions

There are exceptions to these laws; for example, collective agreements and unique employment contracts often outline specific guidelines for dismissal and severance.  If you are unsure of your rights, speak to your union official or an employment lawyer.

LABOUR RIGHTS LAW OFFICE WINS INNOVATIVE WORKPLACE AWARD

The Canadian Bar Association – BC Branch awarded Labour Rights Law Office the Innovative Workplace Award for 2017. In a letter informing Sebastien Anderson that the Labour Rights Law Office had been selected for the award, the Michael Walsh, President, said, “Mr. Anderson, your involvement and profile in the legal community reflects the highest values and commitment to the profession. Once again, on behalf of the Executive Committee of the Canadian Bar Association BC Branch, I extend our congratulations.

Innovative Workplace Award

Dealing with Discrimination at Work

Dealing with Discrimination at Work

While employment law in Canada is designed partly to protect against workplace discrimination, the sad reality is that discrimination still happens.  Indeed, harassment and discrimination manifest in many ways, but federal law protects everyone in the workplace regardless of ethnicity, nationality, gender, religion, ability, age, sexual orientation, and other identities.  If you are an employee and you feel unfairly subjected to harassment or discrimination, it is important that you take steps to protect your right to a discrimination-free workplace.  So how do you deal with discrimination at work?

Document Inappropriate Acts

Sometimes people are ignorant to discrimination.  They may not feel their actions are discriminatory, but this is not an excuse for the behaviour.  As a victim, you should take care to document your experiences ensuring to include all the relevant details.  Describe the event in question, whether witnesses were present, and include facts such as date, time of day, and even the weather or other conditions that substantiate your account of events.  If there is physical evidence of harassment or discrimination such as photos, emails, or notes, you should keep those as well.

Inform your Employer

The first step in protecting yourself is informing your employer about perceived discrimination or harassment.  In many cases, acts of discrimination can go unnoticed in the workplace either because the perpetrator avoids inappropriate actions where witnesses are involved or because colleagues are ignorant to the acts.  As a victim, it is important to declare that you are experiencing discrimination, and in fact this is your legal responsibility.  Also, make sure your employer knows that you are taking matters seriously and you plan to contact the appropriate legal parties to make a formal complaint regarding the discrimination.

Know Your Rights

Not only should you review local and federal protections regarding harassment and discrimination, you should also review your company’s policies so you know how you are protected.  Most employers will have an official anti-discrimination policy which will support your position so you should retain a copy of that policy in case it is required for future legal action.

You’re Not Alone

Many employees ignore discrimination and/or harassment conducted against them or their colleagues, but this does not mean you are alone.  Whether your colleagues lack the courage to speak up or they are complicit in the inappropriate acts, it is important to know that there is legislation enacted to protect you from harassment and discrimination.  It is also important to know that ongoing discrimination can have a significant negative impact on your health and well-being, so if you’re already experiencing stress and anxiety around what you perceive to be discrimination, don’t ignore it.  Seek help so that at the very least you can establish a safe and comfortable working environment for you and your colleagues.

RCMP rehires Mountie who developed PTSD after Mayerthorpe shootings

RCMP-rehires-Mountie-Mayerthorpe-shootings

The RCMP has been forced to reinstate a Mountie who suffered from post-traumatic stress disorder after the deadly 2005 standoff in Mayerthorpe, Alta., his lawyer told The Globe and Mail.

Trevor Josok, who launched a legal challenge after being medically discharged last year, will be allowed to return to a position that accommodates the injuries that he suffered more than a decade ago.
The legal victory comes in the same week the RCMP was slammed by three external reports for failing to effectively deal with issues of workplace harassment and mental-health problems. The federal government has said it could place the national police force under greater civilian management to ensure that it drastically improves and modernizes the way it treats its nearly 20,000 members across Canada.

Mr. Josok’s lawyer, Sebastien Anderson, said the decision by the RCMP to reinstate his client will put an end to a judicial review that was launched in Federal Court last year. However, he said similar cases are still going through the legal process, adding the RCMP has not changed the way it deals with members who suffer from mental-health conditions.

“This is the first one that is resolved,” Mr. Anderson said. “We don’t expect them to change their policy; we will have to continue this fight. In order to get there, there is going to have to be a change in mindset within the RCMP, and I wouldn’t say it is there yet.”

Mr. Josok, who joined the RCMP in 1997, was part of the team of RCMP members who responded to a call at the farm of James Roszko near Mayerthorpe, northwest of Edmonton. The Mounties went to the property late in the day on March 2, 2005, to help bailiffs repossess a truck. Mr. Roszko had fled the scene, but the Mounties found evidence of stolen auto parts and a marijuana grow operation in a Quonset on site.

A constable at the time, Mr. Josok spent the night on the property, guarding the location until his colleagues returned the following morning to conduct a search. Unknown to the Mounties on site, Mr. Roszko had returned overnight, and killed four RCMP members in an ambush on March 3.

Mr. Josok, who felt guilty for being at home and resting while four of his colleagues lost their lives, developed PTSD and went on medical leave in September, 2006. He tried to return to work a year later, but never found a proper fit given his work limitations.

“While he had made every effort to progress and recover, he was continually placed in positions that did not permit him to demonstrate his full potential and instead was tasked with duties that were menial and demeaning,” his application for judicial review said. “Overall, the RCMP’s accommodation process was very disappointing and made him feel completely defeated, demoralized and humiliated.”

Mr. Josok went back on medical leave in 2008. Three years later, the RCMP advised Mr. Josok that it was seeking his medical discharge – a process that led to his formal ouster in 2016.

Mr. Anderson argued in Federal Court that the medical discharge violated Mr. Josok’s Charter rights and constituted discrimination based on a disability. He sought Mr. Josok’s reinstatement with retroactive salary.

“They have agreed to grant the order that we sought,” Mr. Anderson said. “We haven’t decided on a position yet, that is still to be determined. But we’ve got their agreement that they will reinstate him in a position that will accommodate his limitations.”

Mr. Josok is out of the country on holidays and could not be reached for comment.

“He is pleased to have avoided the litigation and to have an opportunity to go back to work,” Mr. Anderson said. “That is the devastating part of these medical discharges, it fundamentally affects [police officers] in terms of who they are, not just what they do. … He is quite pleased to return to his occupation of choice.”

The RCMP has yet to respond to a request for comment.