HomeMy WebLinkAboutKIN 94 071 Personl Cons Bylaw
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THE CORPORATION OF THE TOWN OF KINCARDINE
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BY-LAW
NUMBER 1994 - 71
THE TOWN OF KINCARDINE CONSOLIDATED PERSONNEL BY-LAW
A BY-LAW TO CONSOLIDATE AND ESTABLISH PERSONNEL
POLICIES FOR EMPLOYEES OF THE TOWN OF KINCARDINE
First and Second Reading
November 3rd, 1994
Third and Final Reading
November 3rd, 1994
CONSOLIDATED PERSONNEL BY-LAW
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TABLE OF CONTENTS
Subject
Article No.
Palle No.
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Absence without Leave . . . . . . . . . . . . 32.0 · . . . . . . . 22
Accidental Death & Dismemberment. 13.0 · . . . . . . . 14
Advancement .............. . ...... 31.0 · . . . . . . . 22
Amendments to by-law ..... . . .... 39.3 · . . . . . . . . 25
Annual Employee Evaluation .... . 30.0 · . . . . . . . . 21
Boot Allowance
· . . . . . . . . . . . . . . . . . .
15.0
· . . . . . . . .
15
Canada Pension Plan · . . . . . . . . . . 10.1 · . . . . . 11
Clothing and Equipment .. ..... 15.0 · . . . . 15
Co-Op Students (Vacation Pay) 6.10 8
Co-Op Students (Paid Holidays) 7.6 9
Compassionate Leave · . . . . . . . . . 8.0 9
Complaint Procedure · . . . . . . . . . 22.0 17
Conferences and Conventions 17.0 16
Court Duty ........ ....... 29.0 21
· Death Benefits ..... 11.1(e) 12
Definitions .. . · . . . ..... 1.1 .. 1
Dental Benefits .. ...... 11.3 ... 13
Disciplinary Procedures ..... 27.0 · . . . . 20
Effective Date of By-law.......
Employee (Change of Information)
Employee Evaluation (Annual) .....
Employee Meetings........
Employer Rights .......
Extended Health Care
42.0
39.2
30.0
4.12
2.0
11.2
· . . . . . . .
· . . . . . . .
25
25
21
6
3
13
· . . . . . . . .
Health and Safety . . . . . . . . 15.0 15
Hiring Procedures . . . . . . . . 24.0 19
Interpretation ... ... ....... . 1.0 1
Interview Procedures .... .... 26.0 . . 19
Jury Duty ........................ 29.0
........ .
21
Kincardine & District Recreation
· Board Employees ....... .......... 3.3 · . . . . . . . . 3
Leave of Absence .. · . ...... 33.1 · . . . . . . . . 23
Lieu Time ...... . .. .. ..... 4.0 · . . . . . . . . 4
Life Insurance · . . . · . ...... 13.0 · . . . . . . . . 14
Long Term Disability ..... .. 12.0 · . . . . . . . . 14
Medical Benefits .. ...... 11.0 · . . . . 12
Medical Certificate . . . . . . . 39.1 25
Meeting Allowance ...... 20.0 17
Mileage, Private Vehicle 16.0 16
Name of By-law · . . . . . . . . . . . . 41.0 25
Negotiation Procedures 37.0 24
New positions · . . . . . . . . . 35.2 23
· O.M.E.R.S. · . . . . . . . . . . . . . . 10.2 . . 12
Overtime · . . . . . . . . . . . . . . 4.0 4
Paid Holidays . . . . . . . . 7.0 · . . . . . . . 9
Pay Equity .. . . . . . . . . 35.0 · . . . . . . . 23
· Pay Period .... . 3.5 · . . . . . . . . 3
Pension Benefits ...... 10.0 · . . . . . . . . 11
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TABLE OF CONTENTS - Pal!e 2
Subiect
Article No.
Pregnancy Leave ..................
Private Vehicle Mileage ..........
Probationary Period ..............
Reclassification .................
Regular Remuneration .............
Repeals ....................................................
Replacement/Relief Pay...........
Reporting Absence ................
Retirement ..............................................
Retroactive Pay
............................. ..
School Crossing Guards-Vacation ..
Shift Premium ........................................
Sick Leave ..............................................
Social Contract ..................
Staff Training ...................
Stand-By Remuneration ............
Statutory Holidays ...............
Storm/Snow Policy................
Student/Seasonal Employees .......
28.0
16.0
23.0
31.0
3.0
40.0
21.0
32.0
10.0
3.7
6.11
18.0
9.0
38.0
5.0
19.0
7.0
33.2
3.2
Palle No.
................ ..
21
16
18
22
3
25
17
22
11
4
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................ ..
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.. .. .. .. .. .. .. .. ..
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8
.. .. .. .. .. .. .. .... 16
10
25
6
17
9
23
3
................ ..
.. .. .. .. .. .. .. .. ..
................ ..
".............. ..
"............ ..
................ ..
..........".. ..
.. .. .. .. .. .. .. .. ..
Termination of Employment ........ 36.0 ......... 24
'Unemployment Insurance ........... 34.0 ......... 23
Vacancies ........................
Vacations ........................
Vision Care Benefits
.......... ...
Workers Compensation
............ .
SCHEDULES
25.0
6.0
11.4
14.0
. . . . . . . .. 19
6
13
........ .
........ .
. . . . . . . .. 15
"A"
"B"
"C"
"D"
"E"
"F"
"G"
"R"
"I"
"J"
"K~
"L"
"M"
"N"
"0"
"P"
"Q"
Current Pay Grades by position
Rates of Pay by Grade
Safety Boot Allowances
Mileage Rate (Private Vehicle)
Lump Sum Mileage Payments
Evaluation Form - Management/Supervisory
Evaluation Form - Clerical/Secretarial
Evaluation Form - Manual/Mechanical
Student/Seasonal Wages
Expense Allowances - Conferences/Conventions
Replacement Allowances
Shift Premium Rates
Stand-By Remuneration
Job Evaluation Manual/Points
Management Employees
Meeting Remuneration
Social Contract (July 29, 1993)
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BY-LAW NO. 1994 -
A BY-LAW TO CONSOLIDATE AND ESTABLISH PERSONNEL POLICIES FOR
EMPLOYEES OF THE CORPORATION OF THE TOWN OF KINCARDINE, ITS
BOARDS, COMMITTEES AND OTHER BODIES RECEIVING MUNICIPAL FUNDS,
SAVE AND EXCEPT EMPLOYEES COVERED BY COLLECTIVE BARGAINING
AGREEMENTS.
NOW THEREFORE the Council of The Corporation of the Town of
Kincardine ENACTS as follows:
1.0 INTERPRETATION AND DEFINITIONS
1.1 In this By-law:
(a) "Employee" means any person in the employ
Corporation of the Town of Kincardine and who
remuneration for services provided.
of The
receives
(b) "Permanent full time" means a person employed by the
municipality on a permanent basis having a work schedule
of not less than 30 hours per week (for OMERS purposes
"Continuous Full Time").
(c) "Permanent part time" means a person employed by the
municipality on a permanent basis having a work schedule
of less than 30 hours per week (for OMERS purposes
"Other Than continuous Full-Time").
(d) "Temporary full time" means a person employed by the
municipality on a temporary basis having a work schedule
of not less than 30 hours per week.
(e) "Temporary basis" means a period determined
Council of the municipality and whose work
pre-determined and set by resolution of council.
by the
term is
(f) "Temporary part time" means a person employed by the
municipality on a temporary basis having a work schedule
of less than 30 hours per week.
(g) "Casual" means a person employed by the municipality
for a specific project for a brief and specific length of
time and shall be deemed not to be included in the other
classifications.
(h) "Permanent seasonal employee" means an employee whose
work period is not necessarily specified and who returns
to the same position on a seasonal basis every year.
(i) "Summer student" means an employee hired for any
period between May 1st and Labour Day inclusive. The
employee does not necessarily have to be a student
provided the position filled is one traditionally filled
by students.
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(j) "Rep1acement emp10yee" means an employee who replaces
a permanent full-time employee who is on sick leave,
vacation, long-term disability, etc. and who performs
substantially the same work as that employee.
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(k) "Employer" means The Corporation of the Town of
Kincardine, its Boards, committees or other bodies
receiving municipal funds other than grants, and does not
include the Kincardine Board of Commissioners of Police or
the Kincardine Public utilities Commission.
(I) "Town" means The Corporation
Kincardine.
of the Town
of
(m) "Council" means the Council for The Corporation of the
Town of Kincardine.
(n) "ontario Hea1th Insurance Plan" means the standard
ward accommodation provided while in hospital and the
coverage provided for medical and surgical expenses
provided by the Ontario Health Insurance Plan, or its
equivalent, as determined by the Province of Ontario in
its statutes and regulations.
·
(0) "QMERS" means the pension plan provided by the Ontario
Municipal Employees Retirement System, including Type 3 of
the supplementary plan.
(p) "Day" shall mean eight hours for those employees
employed on a 40-hour per week basis, and shall mean seven
hours for those employees employed on a 35-hour per week
basis.
(q) " Regu1ar earnings" shall mean the basic pay to an
employee, and does not include overtime earnings, vacation
pay, shift differential, stand-by pay, meeting allowance,
bonuses, workers' compensation benefits, long term
disability payments, or lump sump payments, but does
include retroactive pay adjustments for basic salary.
.
(r) "Immediate family" means husband, wife, grandmother,
grandfather, father, mother, brother, sister, son,
daughter or grandchild of either the employee or his or
her spouse. Common law spouses shall be deemed to be
spouses.
(s) "Contributory earnings" (for OMERS purposes) shall
include regular salary, retroactive pay, regular vacation
pay, shift premium and statutory holiday pay, but shall
not include bonuses, stand-by pay, overtime pay, meeting
allowance or vacation pay paid on termination.
(t) "Management employees" means employees listed on
Schedule "0" attached to and forming part of this by-law.
.
(u) "Week's earnings" shall be calculated by dividing an
employee's annual salary by fifty-two weeks.
(v) "Evening meetings" shall be meetings which commence
after normal office hours or which commence during normal
office hours but extend more than one-half hour beyond
normal office hours.
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2.0
2.1
2.2
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1.2
In this by-law, words importing the male persons
female persons, words in the singular include the
and words in the plural include the singular,
context requires.
include
plural,
as the
EMPLOYER RIGHTS
The Council has and shall retain the exclusive right to
manage the affairs of the municipality.
The Council shall maintain
efficiency.
order, discipline
and
2.3 The Council shall hire, discharge, direct, classify,
transfer, promote, demote and suspend or otherwise
discipline any employee, provided that a claim that an
employee has been discharged or disciplined without
reasonable cause may be the subject of a complaint and
dealt with as hereinafter provided.
2.4
2.5
The Council in exercising the aforesaid function
so in a fair and reasonable manner in accordance
provisions of this by-law, and all laws of the
of Ontario and Dominion of Canada. .
shall do
with the
Province
Nothing in this by-law shall be construed as imposing any
personal liability upon an individual who, from time to
time, is an employee of the Town of Kincardine to
administrate and administer policies of the Town of
Kincardine.
3 . 0 REGULAR REMUNERATION
3.1 Permanent employees shall receive remuneration based on
the pay grade assigned to each position, outlined on
Schedule "A". Effective the 1st day of January annually,
the salary ranges for each pay grade set out in Schedule
"B" shall apply.
3.2
3.3
Rates of pay for permanent seasonal, summer student, and
replacement employees will be pursuant to Schedule "I"
attached hereto and forming part of this by-law. This
schedule shall not apply where regulations of the federal
or provincial government specify wages of employees hired
for programs sponsored by those agencies.
Student and temporary part-time employees under the
jurisdiction of the Kincardine and District Recreation
Board are exempt from the summer student wage policy set
out on Schedule "I". The Board will submit to the
Council on an annual basis the wage scale to be paid to
part-time Davidson Centre and Recreation Dept. employees
in order that the committee may be assured that the
policies of the Recreation Board are generally consistent
with the policies of Kincardine Town Council with respect
to wages paid to part-time employees.
3.4 Each employee shall receive his/her pay on pay day; pay
day being bi-weekly on Thursdays.
3.5
The pay period for the municipality shall commence at
12:01 a.m. on the Sunday of every other week.
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3.6
Each employee shall be provided together with his pay
cheque, an itemized statement of his salary, overtime,
and any other supplementary pay and deductions. Subject
to the approval of the administration, an employee may
elect to have his/her pay deposited directly to his/her
bank account and the employee provided with a statement
indicating all earnings and deductions.
All retroactive increases in wages and salaries as
adopted shall be paid to the employees within four weeks
of the date of the passage of the by-law adopting the
salaries. Retroactive pay will not be paid to employees
who have terminated employment with the Town prior to the
date of the passage of the by-law.
3.7
4 . 0 OVERTIME. LIEU TIME
4.1 Overtime will be at the discretion of the Town through
its authorized representatives and the Town will fairly
compensate employees who are required to work overtime.
4.2
Overtime must be
supervisor, with
articles.
authorized in advance by the employee's
exceptions as noted in the individual
4.3
Excessive booked overtime cannot be accumulated by an
employee from year to year. (See 4.9(f))
4.4 Overtime records will be kept by the department head, who
will, on a timely basis, accurately record overtime hours
earned, paid out, or taken off in lieu of payment.
4.5
In certain circumstances, such as snow plowing,
may be required by the Town and this fact
reflected in the position's job description.
overtime
will be
4.6 Non-management employees are entitled to receive minimum
overtime compensation of one hour for called-in overtime;
i.e. the employee has been called back to work from
home. Overtime hours worked as an extension of normal
working hours shall receive overtime compensation or time
off in lieu for each completed fifteen (15) minute period
worked by him.
4.7
Shift premium shall not be paid in addition to overtime
remuneration.
4.8 Overtime shall not be included for the purposes of
calculating fringe benefit payments.
4 . 9 Permanent. full-time employees (non·manal!ement):
(a) Regular work week is normally 35 or 40 hours,
depending upon the employee's job description.
(b) All overtime must be documented on the timesheets and
note hours worked not hours to be paid.
(e) All overtime hours must be authorized by the
employee's immediate supervisor in advance. The only
exception to this rule is in the case of a working
supervisor requiring staff for emergency situations;
i.e. snow plowing, pump alarms, etc.
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4.9
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(d) Subject to the provisions of the Employment Standards
Act, overtime will either be paid at one and one-half
times the employee's salary, or, with the consent of the
employee, be taken in time off in lieu at the rate of one
and one-half times.
(e) If the accumulated overtime has not been taken off in
lieu, or scheduled to be taken off, by November 30th, the
department head will authorize a cash pay-out to the
employee, which will be made by December 31st.
(f) Overtime
December 31st
year.
accumulated between December 1st and
may be carried over to the next fiscal
4 . 10 Temporarv and Part-Time Employees (includes seasonal
and students):
(a) Overtime will only be accumulated if the employee
works more than 44 hours in one week.
(b) Overtime accumulated by temporary and part-time
employees will be in unusual situations.
(c) All overtime will be documented on the weekly
timesheets and note hours worked not hours to be paid.
(d) All overtime hours must be authorized by the
employee's immediate supervisor in advance.
(e) Overtime will be paid, or with the consent of the
employee, taken off in lieu at time and one-half within
one week. It is the supervisor's responsibility to
schedule time off in lieu if the employee wishes
compensation in this manner. In the event that the
supervisor neglects to do so, the employee will receive a
cash pay-out of accumulated overtime.
4 . 11 Pennanent Full-Time Manae:ement Emplovees
(a) This section applies to employees
management employees pursuant to Schedule
and forming part of this by-law.
designated as
"0" attached to
(b) The Town will endeavour to provide adequate resources
to enable each department to meet the objectives and
level of service required by the Council without
excessive overtime being incurred. Management employees
are expected to manage the resources of their department
and their own time using proper delegation, time
management and other management principles, in order to
meet the objectives and level of service established by
the Council without incurring excessive overtime. It is
acknowledged that on some occasions, some overtime will
be required; therefore, management employees may take
time off within one month of working such overtime.
Overtime hours are not to be accumulated or carried
forward. Management employees will, on a regular basis,
keep the administrator informed of excessive workloads or
unyielding deadlines which may cause overtime in order
that alternate solutions may be investigated, while
ensuring that the objectives and level of service
required by the Council be maintained.
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4.11 (continued)
(c) The administrator shall be required to report to the
committee of the whole on the subject of his overtime in
the same manner as the management employees do to the
administrator.
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4 . 12 EMPLOYEE MEETINGS
Employees shall be provided with the training necessary
to carry out their tasks in a safe and efficient manner.
Department heads may, within their approved budgets,
schedule employees for specific training. The Town will
cover 100% (one hundred per cent) of the costs for any
courses required by the Town upon successful completion
of the course. For employees required to take technical
courses of a short duration (five days or less), the
Town will pay 100% of tuition, accommodation, and meal
expenses and will pay travel expenses pursuant to the
travel policy.
5.2 Employees who wish to further their education relative to
their particular position with the Town and anticipate
financial assistance, must obtain approval from their
department head before enrolling in any course of study.
Satisfactory proof of successful completion of the course
must be submitted. The employee will be reimbursed 50%
(fifty per cent) of the costs of the course (including
books but excluding travel costs) one year following
successful completion of the course provided the employee
is still employed by the Town.
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5.0
5.1
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6.0
6.1
e 6.2
Pursuant to the Town's Social Contract Plan, dated July
29th, 1993, employee meetings which are called outside of
regular working hours shall not be subject to overtime
payment provisions outlined herein for the period of July
1st, 1993 to June 30th, 1996, inclusive.
STAFF TRAINING
VACATIONS
vacation cannot be taken before the anniversary date upon
which it is calculated and must be taken within the
succeeding twelve (12) months thereafter.
It is not the general policy of the Council
employees to take two years' vacation as one
leave (i.e. the end of one anniversary period
with the beginning of another).
to allow
extended
together
6.3 Annual vacation for all permanent full-time employees
shall be as follows:
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(a) Two weeks' vacation after one full year of continuous
service (to be paid pursuant to the Employment Standards
Act). Employees may, if they wish, take one week
vacation after six full months of continuous service and
the second week after twelve full months of continuous
service.
(b) Three weeks' vacation after three full years of
continuous service (to be paid at the employee's regular
weekly earnings, not including overtime or any other
payment(s), for the vacation period).
(c) Four weeks' vacation after ten full years of
continuous service (to be paid at the employee's regular
weekly earnings, not including overtime or any other
payment(s), for the vacation period).
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6.3
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(continued)
(d) Five weeks' vacation after twenty full years of
continuous service (to be paid at the employee's regular
weekly earnings, not including overtime or any other
payment(s), for the vacation period).
(e) Six weeks' vacation after twenty-five full years of
continuous service (to be paid at the employee's regular
weekly earnings, not including overtime or any other
payment(s), for the vacation period).
6.4 Annual vacation for all permanent part-time employees
shall be as follows:
6.4
6.5
6.6
6.7
6.8
(a) Two weeks' vacation after one full year of
continuous service (to be paid pursuant to the
Employment Standards Act). Employees may, if they wish,
take one week vacation after six full months of
continuous service and the second week after twelve full
months of continuous service.
(b) Three weeks' vacation after three full
continuous service (to be paid at 6% of
calendar year's regular earnings or 4 %
earnings, whichever is greater).
years of
previous
of gross
(c) Four weeks' vacation after ten full
continuous service (to be paid at 8% of
calendar year's regular earnings or 4 %
earnings, whichever is greater);
years of
previous
of gross
(d) Five weeks' vacation after twenty full years of
continuous service (to be paid at 10% of previous
calendar year's regular earnings or 4% of gross
earnings, whichever is greater);
(e) six weeks' vacation after twenty-five full years of
continuous service (to be paid at 12% of previous
calendar year's regular earnings or 4% of gross
earnings, whichever is greater).
In determining eligibility for vacations, the employee's
anniversary date shall be used. For the purposes of this
section "continuous service" means no break in service due
to termination of employment.
Employees shall request vacation approval from their
supervisor at least fourteen days in advance of vacation
and shall do so on the form provided by the Town.
Vacation shall be approved on the basis of seniority
each department. The department head shall determine
number of employees who will be on vacation at any
time.
in
the
one
Vacations shall not be cumulative from year to year.
Exceptions to this may be approved by the department
head, in the case of a department head by the
administrator, and in the case of a department head not
under the jurisdiction of the administrator, by the
supervising committee or board.
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6.9
Employees with
draw pay in
circumstances,
council.
more than one year of service shall not
lieu of vacation except under special
which must be authorized by resolution of
6.10
vacation benefits for temporary or casual employees shall
be pursuant to the Employment Standards Act of Ontario.
Co-operative education students employed by the Town
shall receive the same vacation entitlement as granted to
temporary part-time employees under the Act.
6.11 School crossing guards employed by the Town shall be
granted their annual vacation leave immediately following
the completion of the school year, and will receive
payment in advance of the leave together with their last
pay cheque pursuant to the schedule outlined in clause
6.4.
6.12 Upon termination of a permanent employee, the following
vacation pay schedule shall apply:
(a) Less than one full year of continuous service: 4 per
cent of total gross earnings from date of employment to
the date of termination.
(b) More than one year but less than three full years of
continuous service: accumulated vacation pay as of
anniversary date if not already taken, plus 4% of the
total gross earnings from his anniversary date to date of
termination.
(c) More than three years but less than ten full years of
continuous service: accumulated vacation pay as of
anniversary date if not already taken, plus 6% of regular
earnings or 4% of gross earnings, whichever is greater,
from the anniversary date to date of termination.
(d) More than ten years but less than twenty full years
of continuous service: accumulated vacation pay as of
the anniversary date if not already taken, plus 8% of
regular earnings or 4% of gross earnings, whichever is
greater, from the anniversary date to date of
termination.
(e) More than twenty but less than twenty-five full years
of continuous service: accumulated vacation pay as of
the anniversary date if not already taken, plus 10% of
regular earnings or 4% of gross earnings, whichever is
greater, from the anniversary date to date of
termination.
(f) More than twenty-five years of continuous service:
accumulated vacation pay as of the anniversary date if
not already taken, plus 12% of regular earnings or 4% of
gross earnings, whichever is greater, from the
anniversary date to date of termination.
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7.0 PAID HOLIDAYS
7.1
All permanent full and part-time employees shall be paid
for the following holidays:
(a) New Year's Day (g)
(b) Good Friday (h)
(c) Easter Monday ( i)
(d) victoria Day ( j )
(e) Canada Day (k)
(f) August civic Holiday
Labour Day
Thanksgiving Day
Christmas Day
Boxing Day
Floating holiday
and any other day which is proclaimed as a public holiday
by the federal or provincial governments.
7.2 Where any of the holidays noted in 7.1 fall on a Saturday
or Sunday, the succeeding Monday shall be designated as a
holiday in lieu of the holiday falling on these days,
excepting shift employees, who shall receive another day
in lieu, or one day's pay.
7.3 The floating holiday may be taken at any time during the
year, with the consent of the employee's supervisor.
7.4
Where any of the paid holidays occur during an employee's
vacation period, an additional vacation day will be
granted to the employee. That day will be at the
discretion of the department head.
7.5 Where any of the above holidays occur during an illness,
that day shall not be charged against the employee's sick
leave credits.
7.6 All other classes of employees shall receive payment for
public holidays pursuant to the Employment Standards Act
of Ontario. Co-operative education students employed by
the Town will receive the same benefits as granted to
temporary part-time employees under the Act.
7.7 All employees must fulfill the eligibility requirements
for public holidays under the Employment Standards Act of
Ontario.
8.0
COMPASSIONATE LEAVE
8.1
All permanent full-time employees shall be allowed up to
a maximum of three (3) working days off for compassionate
leave due to the death of a member of his immediate
family (see definitions section for definition of
"immediate family").
8.2
Additional
prohibitive
discretion
(5) days.
days off for extenuating circumstances (i.e.
travelling distance) will be granted at the
of the department head, to a maximum of five
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9.0 SICK LEAVE
9.1
Every permanent full-time employee who has completed a
minimum of three (3) months' service shall be entitled to
accumulate sick leave at 1.75 days per month worked from
date of hire at one hundred per cent (100%) of salary (21
days per year). The earned sick leave shall be
cumulative from year to year to a maximum of two hundred
(200) working days. The maximum number of accumulated
sick days for employees with more than 200 as at January
1, 1990 shall not increase, but shall decrease by usage
until it falls below 200 whereupon the maximum of 200
shall apply.
9.2
Permanent part-time employees shall receive sick leave
credits pro-rated against the full-time employee
entitlement based on the percentage of hours worked in
the previous year. For example, a part-time employee
who, in the previous year, worked 1,095 hours compared to
that of a full-time employee would be entitled to 56%
(fifty-six per cent) of the full-time employee's sick
leave allotment (1,095 divided into 1,957), or 12 paid
sick days in the following year (21 X 56%). For the
purposes of this calculation, a permanent full-time
employee is deemed to work 1,957 hours per year, and the
sick leave credits shall be rounded to the nearest
half-day.
9.3
There shall be no sick leave remuneration
caused by accident or illness for which an
receiving workers' compensation benefits.
for absence
employee is
9.4 No credit shall be given to an employee in any month who
is absent from duty in that month, (1) without leave, or
(2) for more than eleven (11) working days for any reason
other than vacation, workers compensation, or leave of
absence.
9.5
After three days' absence because of illness, no leave
with pay shall be allowed unless a certificate by a duly
qualified medical practitioner is forwarded certifying to
the inability of the employee to attend work, and if the
sickness continues, from time to time thereafter as the
Town requires.
9.6
Employees, upon termination, shall receive no credit or
remuneration for unused accumulated sick leave, with the
exception of those employees qualifying under section 9.8
below.
9.7 Annually, by February 28th, each department head will be
provided with a statement from the payroll department,
indicating the number of days accumulated, used and
remaining for each employee in his or her department.
Department heads will so advise his or her employees of
these figures.
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9.8
Effective the 7th day of May, 1981, there shall be no
payment of accumulated sick leave for those employees who
have not completed five (5) years of continuous service.
For those employees having five (5) years of service or
more prior to the 7th day of May, 1981, they will receive
pay equal to 50% (fifty per cent) of the number of
accumulated days up to the 7th day of May, 1981, paid on
termination or retirement at the rate of pay he or she is
receiving at the time of termination or retirement. The
payment shall be charged against the sick Leave Reserve
established by the Town of Kincardine.
9.9
Illness While on vacation
An employee who becomes ill while on vacation shall not
be placed on sick leave until after termination of the
vacation. Under exceptional circumstances in case of
serious illness, sick leave may be granted at the
discretion of the administrator. The employee would then
be entitled to the unused portion of his/her vacation
after recovery from the illness. Minor illnesses and
injuries may cause some degree of discomfort or
disability to an employee while on vacation. Yet for the
most part, these do not necessitate complete removal from
the vacation setting or loss of the beneficial effects of
the holiday. However, when an employee on vacation
becomes seriously ill or injured, he or she should be
entitled to sick leave based upon medical evidence.
The decision as to when an illness or nonoccupational
injury is sufficiently severe to justify transfer from
vacation to sick leave should be made on medical grounds.
Normally, hospitalization or complete confinement to bed
in the home under regular physician's care have been the
criteria used to judge severity, often after consultation
with the attending doctor. "Exceptional circumstances"
may include a number of things such as the employee's
hospitalization, the need for the employee to be flown
home from a trip abroad, becoming seriously ill while on
vacation.
The decision to transfer from vacation to sick leave must
be based on reliable medical evidence and made by the
administrator on a physician's advice. All cases of
requests for such consideration must be referred to the
administrator without exception.
An employee may appeal the administrator's decision to
the committee of the whole. The committee of the whole,
in camera, will deal with appeals to the administrator's
decision, and the committee of the whole's decision shall
be final.
10.0 PENSION BENEFITS AND RETIREMENT
10.1 Canada Pension Plan deductions are made from all
employees up to the maximum amount required to conform to
the provisions of the Canada Pension Plan. The employer
will make such matching contributions as required under
the Canada Pension Plan.
.
.
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10.2 All continuous full-time employees shall, upon hiring, be
enrolled in the Ontario Municipal Employees Retirement
System (OMERS). The Town will deduct from all employees'
pay the contributions required by the Plan, and the Town
will make such contributions on the employees' behalf as
required by the Plan. All provisions of the OMERS Act
shall apply with respect to transfers, payments, etc.
10.3
10.4
11.0
11.1
Normal retirement age
shall retire at the end
sixty-fifth birthday.
is sixty-five (65). Employees
of the month following his or her
Other than continuous full-time employees may join
OMERS pension plan if they so desire, provided that
eligibility requirements of OMERS are met.
the
the
MEDICAL BENEFITS
General
(a)
the
with
The Town of Kincardine reserves the right to
insurance carrier for medical benefits after
the employees.
select
review
(b) Medical benefits are optional with each
not a condition of employment, where they
otherwise covered.
employee and
are already
(c) Permanent part-time employees shall be entitled to
all extended health care, vision care, and dental
benefits provided to full-time employees. However, the
portion of the premium paid by the Town shall be
pro-rated against a full-time employee's entitlement
based on the percentage of hours worked in the previous
year. For example, if the Town pays 100% of the premium
cost for a full-time employee, a part-time employee who
worked 1,095 hours in the previous year will pay 56% of
the premium (1,095 divided into 1,957 hours). For the
purposes of this calculation, a regular full-time
employee is deemed to work 1,957 hours per year. The
cost of the employee's share of benefits shall be
deducted from the employee's pay cheque.
(d) Coverage commences on the first day of the third
month following an employee's date of hire.
(e) In the event that a permanent full-time employee dies
while employed by the Town, the Town shall continue to
pay extended health care, vision plan, and dental plan
premiums on behalf of that employee's dependents for a
period of two (2) years from the date of the employee's
death, provided the employee's share of the premiums is
remitted to the Town. This section shall not apply if
the insurance company in effect at the time does not
offer this benefit as an option.
(f) Employees who have reached the age of 55, have been
continuously employed by the Town of Kincardine for a
minimum of ten (10) years, and elect to take early
retirement, may continue on the Town's medical benefit
plan from the date of early retirement until age 65,
provided the employee pays the full premium cost of the
benefits (both Town and employee shares).
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11.2 Extended Health Care
11.3
(a) The Town of Kincardine will cover 100%
per cent) of the cost of the benefit
permanent full-time employees.
(one hundred
premium for
(b) Extended health care benefits include private and
semi-private hospitalization, drugs that require a
physician's prescription, and other services or supplies
administered by, or ordered by a licensed physician or
medical practitioner as provided by the insurance company
in effect. Particulars of the benefit plan are outlined
in the insurance company's handbook to employees.
(c) Employees will be reimbursed costs covered under the
benefit pursuant to the applicable administrative policy
in effect at the time. In some cases, an employee may be
required to pay for the goods and services and be
reimbursed following submission of a claim to the
insurance company.
Dental Benefits
(a) The dental benefit provided to the employee will
include 100% coverage for basic care, 80% coverage for
restorative dental care, and 50% coverage for orthodontic
care. The maximum benefit allowed shall be no less than
$1,500 combined maximum on basic and restoration benefits
for each individual of the employee's family in a
calendar year, and at least $1,500 maximum for
orthodontic treatment and appliances for each individual
of the employee's family for the duration of coverage.
(b) For services provided under basic care, restorative
care and orthodontic care, refer to the employee handbook
provided by the insurance company.
(c) The Town of Kincardine will pay 75% of the premium
cost of the plan for permanent full-time employees.
Employees will pay 25% of the premium cost, and will have
those costs deducted from their pay cheques. Premiums
and benefits shall be based on the Ontario Dental
Association fee schedule no older than one year prior to
the salary year (e.g. 1992 rates in the 1993 salary
year) .
11 . 4 Vision Care
(a) The maximum benefit for any employee or anyone of
his/her dependents shall be no less than $200, during
any two consecutive calendar years for adults and every
one calendar year for dependent children.
(b) The Town of Kincardine will pay 75% of the premium
cost of the plan for permanent full-time employees.
Employees will pay 25% of the premium cost of the plan
and such premium shall be deducted from the employee's
pay cheques.
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12.0 LONG TERM DISABILITY
12.1
Long term disability will be provided to all
full-time employees under the age of 65 on the
of the third month following an employee's hire
permanent
first day
date.
12.2 The Town of Kincardine reserves the right to select the
insurance carrier.
12.3 The long term disability benefit will be 70% of basic
monthly earnings, with a maximum of no less than $2,500
per month. Payments commence following a minimum
four-month waiting period calculated from last ~ay
worked. Employees may use accumulated sick leave pr~or
to commencing long term disability. Calculation of
payments will be made by the insurance company pursuant
to its own rules and regulations.
12.4
Eligibility for long term disability
determined by the insurance company.
occupation" benefit will be provided
insurance company.
benefits will be
A two year "own
if offered by the
12.5 Employees commencing long term disability will have their
(or a similar) position held open for them for one year.
Benefits will be continued for that period, provided the
employee pays his share of the premiums. Should an
employee be able to return to work after one year has
expired, he or she must apply for a position as would any
other person seeking employment with the Town.
Employees on long term disability as at the date of the
passage of this by-law shall enjoy employment status as
agreed between the Town and the employee when the
employee commenced receiving long term disability
benefits.
12.6 The Town of Kincardine will pay 100% of the premium cost
for long term disability.
13 . 0 LIFE INSURANCE AND ACCIDENTAL DEATH AND DISMEMBERMENT
(A.D. & D)
13.1 Life insurance will be provided to all permanent
full-time employees equal to 200% of basic annual
earnings rounded to the next higher $1,000. with a
maximum of no less than $150,000. The benefit will be
provided on the first day of the third month following an
employee's hire date.
13.2 The Town of Kincardine reserves the right to select the
insurance carrier.
13.3
Accidental death and dismemberment (A.D.&D.) will
of basic annual earnings rounded to the next
$1,000, with a maximum of no less than $150,000.
be 200%
higher
13.4 A.D.&D. insurance for loss of or loss of use of certain
bodily functions will be pursuant to the schedule
provided by the insurance company.
13.5 An employee may choose to have dependent coverage equal
to $5,000 for the death of a spouse and $2,500 for the
death of a child.
13.6
·
14.0
·
14.1
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The Town of Kincardine
for life, A.D.&D., and
for permanent full-time
will pay 100% of the premium cost
dependent life insurance coverage
employees.
WORKERS'COMPENSATION
Employees
designate
report may
must report injuries to his supervisor
immediately following such injury. Failure
result in no compensation payment.
or
to
14.2 Employees approved for workers compensation payments will
not receive his or her regular salary during that period,
and will receive workers compensation payments pursuant
to rules and regulations prescribed by the Workers'
Compensation Board.
14.3 Where an employee has been injured while carrying out his
duties for the Town of Kincardine and has made a claim
for benefits from the Workers' Compensation Board, normal
payment of salary will cease (see 14.2). If a delay of
more than 15 days after the employee's last paycheque
occurs, an advance of up to 75% of the employee's net pay
can be approved by the administrator. The administrator
will determine eligibility re work-related injury, etc.
If not approved, the employee may appeal to the committee
of the whole, in camera. The committee of the whole's
decision shall be final. Any such advances must be
repaid by the employee when he is compensated by the
Workers' Compensation Board. If the claim is not
approved by the Board, the employee must reimburse the
Town any funds advanced.
·
14.4 Employees off work and receiving workers' compensation
benefits will receive all other benefits as would
normally be received had the employee been at work, until
retirement, unless stipulated otherwise in this by-law,
provided the employee pays his share of the premiums.
Management accepts its responsibility to inform employees
of known hazards and to develop effective standards for
protecting the health and safety of employees.
15.3 Each manager is responsible and held accountable for
providing a safe and healthy work environment for
employees, controlling hazards by using well-designed
processes, equipment, training and programs.
15.0
15.1
· 15.2
15.4
15.5
·
·
HEALTH AND SAFETY/CLOTlllNG AND EQUIPMENT
The health and safety of employees is of primary
importance to management and its goal is the prevention
of all accidents, occupational illnesses and injuries.
Each employee shares with management the
for preventing accidents, occupational
injuries.
responsibility
illnesses and
The Town of
allowance to
attached to
employees so
while on duty.
Kincardine shall provide a
the employees listed on
and forming part of this
noted must wear safety boots
safety
Schedule
by-law.
at all
boot
"C"
All
times
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15.6 Boot allowance payment shall only be made once per year
and only upon receipt of a bill of sale for proper safety
boots. If no boots are purchased, no boot allowance
shall be paid.
15.7 The Town of Kincardine reserves the right to require any
employee to wear certain protective clothing and the Town
will be responsible for either providing the clothing or
reimbursing the employee providing the employee submits
evidence of payment.
15.8 The Town of Kincardine will purchase safety vests, rain
coats and hats for the school crossing guards employed by
the Town.
16.0 PRIVATE VEffiCLE MILEAGE
16.1 When duly authorized by the department head, any employee
that shall be required to use his own vehicle for Town
use, shall be paid at the current rate set by the Town or
be reimbursed expenses from another source. The employee
may elect only one source for reimbursement. The current
rate is attached as Schedule "D" attached to and forming
part of this by-law.
16.2 Certain employees are entitled to a lump sum payment for
use of private vehicles within the Town on Town business.
Those employees and the schedule of payment are attached
to this by-law as Schedule "E". Employees receiving this
benefit will not receive mileage on a "per kilometer"
basis in addition to the lump sum payment, with the
exception of out-of-town travel.
16.3 Non-owned automobile liability insurance shall be carried
by the Town with a contractual extension. Such insurance
will provide excess liability insurance over and above
the employee's own liability insurance in the event an
accident occurs while the employee is operating his own
vehicle on Town business.
17 . 0 CONFERENCES AND CONVENTIONS
17.1 Employees authorized to attend conferences and
conventions will receive expenses as outlined on Schedule
"J" attached to and forming part of this by-law. All
submitted expenses must be substantiated with receipts.
18 . 0 SffiFT PREMIUM
18.1 All shift workers will be paid shift differential
pursuant to Schedule "L" attached to and forming part of
this by-law.
18.2 Shift differential will not be paid for hours worked as
outlined on Schedule "L" if those hours are worked as
part of a summer schedule enabling employees to work
longer hours during the week in order to take time off in
lieu of those hours.
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19.0 STAND·BY REMUNERATION
19.1
Employees entitled to remuneration for stand-by duty
be remunerated pursuant to Schedule "M" attached to
forming part of this by-law.
will
and
20.0 MEETING ALLOWANCE
20.1 For those employees required to attend meetings to record
minutes as noted in their respective job descriptions,
the overtime payment policy will apply.
20.2
shall be entitled to
pursuant to Schedule
this by-law.
remuneration
"P" attached
Management employees
for meetings attended
to and forming part of
21.0 REPLACEMENT ALLOWANCE
21.1 When a department head or supervisor is absent, due to
sickness or vacation, relief pay will be paid to the
replacement at the rate of pay mid-point between the
department head or supervisor's rate of pay and the
replacing employee's rate. The positions to which this
article applies and conditions of payment are outlined on
Schedule "K" attached to and forming part of this by-law.
2 2 . 0 COMPLAINT PROCEDURE
22.1
with the exception
regulations made
employee complaint
the
any
of such matters as are governed by
under provincial legislation,
shall be dealt with as follows:
STEP ONE:
(a) Employee whose supervisor is a department head or
lower:
If an employee has a complaint that he feels has not been
resolved to his satisfaction by discussion with his
supervisor, he may, without fear of recrimination,
discuss the complaint with the department head. The
department head may, in some cases, be the employee's
direct supervisor. The department head must reply to the
complaint within two (2) working days, and shall document
the discussion.
(b) Employee whose supervisor is the administrator (i.e.
certain department heads):
The employee
administrator.
complaint within
the discussion.
discuss his complaint with the
administrator must reply to the
(2) working days, and shall document
may
The
two
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22.1
23.0
23.1
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(continued)
(c) Employee whose supervisor is a committee or board
(i.e. certain department heads and the administrator):
The employee may
or board. The
complaint within
the discussion.
discuss the complaint with the committee
committee or board must reply to the
two (2) working days, and shall document
STEP TWO: Failing a satisfactory settlement of the
complaint, the employee, without fear of recrimination,
may within three (3) working days submit the complaint in
writing in full detail to the appropriate committee or
board, with a copy to the administrator.
STEP THREE: The complaint will be placed on the
confidential agenda of the next committee or board
meeting, and the department head and administrator will
be invited to attend. The employee concerned will be
invited to state his case, listen to the department
head's reply, and then be required to withdraw. The
department head, and the administrator if the complainant
is under his direct supervision, shall also be required
to withdraw.
STEP FOUR: The appropriate committee or board will then
consider the case and on reaching a decision, so notify
the complainant in writing, with a copy to the department
head and administrator. The committee may defer a
decision at its option to obtain additional information,
but must render its decision within fourteen (14) working
days.
The appropriate committee or board, at its option, may:
(i) refuse to hear a frivolous complaint;
(ii) appoint third party to hear the complaint and to
render an opinion on it for submission.
STEP FIVE: If the employee is not satisfied with the
committee/board decision, he may appeal to the committee
of the whole, in-camera. The committee of the whole may
hear further or additional representation before
rendering its decision, which it shall do in writing
within fourteen (14) working days, with a copy to the
department head and administrator.
PROBATIONARY PERIOD
An
six
for
employee will be hired for a probationary period of
(6) months, unless otherwise stipulated or provided
in provincial or federal legislation.
23.2 During the probationary period, an evaluation will be
made by the employee's department head, who shall use
this evaluation as a basis for recommending to the level
of management responsible for hiring the employee
cessation of the probationary period, continued
probation, or termination of the employee.
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23.3 Nothing in the provisions of sections 22.1 or 22.2 shall
be interpreted to prevent the employee or the employer
from terminating employment before the expiry date of the
probationary period.
23.4 Termination of employment may take place upon the
initiative of either the employee or the employer.
24.0 IDRING PROCEDURE
24.1 The Council shall hire the administrator and all
department heads by by-law.
24.2
Permanent staff (part-time and full-time) shall
by resolution of Council, as recommended
appropriate department head or committee/board.
be hired
by the
24.3
non-permanent staff shall be hired
within their approved budgets.
provide hiring reports to council.
by the department
Department heads
All
head
will
25.0
VACANCIES
25.1
part-time
advertised
vacancies for all permanent full-time and
positions in the Town of Kincardine shall be
both internally and in the local newspapers.
25.2 Vacancies for summer and non-permanent seasonal positions
shall be advertised in the local newspapers.
25.3 Non-permanent, casual positions of an expected duration
of six (6) weeks or less need not be advertised.
26.0 INTERVIEW PROCEDURES
26.1 For the administrator's position, the interview team
shall consist of the mayor and the designated committee
of Council.
26.2
head positions
the administrator,
of the mayor, one
administrator.
For department
supervision of
shall consist
Council and the
under the direct
the interview team
representative from
26.3
For department head positions under the direct
supervision of a committee of Council, the interview team
shall consist of the mayor and two representatives from
the supervising committee, and the administrator if
invited.
26.4 For all other positions, the interview team shall consist
of the department head and his or her designate. If the
position reports to a supervisor other than the
department head, that supervisor shall be deemed to be
the department head's designate.
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27.0 DISCIPLINARY PROCEDURE
27.1
27.2
27.3
Disciplinary action should be corrective, not punitive.
When a situation arises where a supervisor feels
disciplinary action may be required, he will gather
the facts and discuss them with the employee prior
instituting any disciplinary measures.
that
all
to
The Town will follow the progressive disciplinary steps
as outlined below:
(a) The employee's immediate supervisor (or supervising
committee or board) will discuss the problem with the
employee and will give a verbal warning to the employee.
This discussion will be documented by the supervisor and,
where the supervisor is below the department head level,
will be reported to the department head.
(b) Where the supervisor is below the department head
level and the infraction continues or is repeated, the
matter will be referred to the department head who will
meet with the individual and take further disciplinary
action if warranted in accordance with this by-law.
(c) If further disciplinary action is required, a clear
written warning from the department head (or
committee/board as the case warrants) will be issued to
the employee outlining the nature of the infraction,
expected corrective action within a specified period of
time, and consequences if the employee fails to comply.
A copy of this letter will be filed in the employee's
personnel file.
(d) If necessary, a second written warning will be issued
to the employee, indicating that this is a final warning
before more serious consequences will follow. A definite
time period should be outlined for the employee to
correct his/her conduct. A copy of this letter shall
also be placed in the employee's personnel file, a copy
provided to the administrator, and to the appropriate
committee or board.
(e) If the employee does not meet the requirements set
out in the letter, the department head will meet with the
appropriate committee and the administrator (this group
hereinafter referred to as the "management team") to
determine farther disciplinary action, which may include
suspension without pay. The employee concerned will not
be in attendance at this meeting. When a decision is
reached, the employee will be informed of the decision in
writing, and the appropriate action taken immediately.
(f) If all of the above steps do not resolve the problem,
the management team will meet and, in consultation with a
labour relations solicitor, shall recommend dismissal, if
warranted, to the management level responsible for hiring
the employee (hereinafter referred to as the "hiring
body"). Prior to the hiring body making a final
decision, it shall give the employee (or his agent, or
both) an opportunity to make representation before it.
Following such hearing, which shall be held in-camera,
the hiring body will render its decision, in writing, to
the employee, within fourteen (14) working days.
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27.3
(continued)
(g) In the event of an action by an employee which
warrants immediate suspension or dismissal, Council may
consider the matter immediately and take whatever action
it considers appropriate. Discussion of the matter will
be held in-camera.
(h) In cases of dismissal, the notice period shall be
determined by the hiring body.
28 . 0 PREGNANCY LEAVE
28.1
Requests for leave
pregnancy will be
Employment Standards
of absence without pay due
granted in accordance with
Act of Ontario.
to
The
28.2 The employee shall make written application to the head
of her department requesting such leave at least two (2)
weeks prior to the starting date of the leave. Such
request shall be accompanied by a certificate from a duly
qualified medical practitioner stating the expected day
of delivery.
28.3 When an employee is on pregnancy leave, the Town will
continue to pay its share of health insurance, medical
and supplementary benefit plans for a period of four (4)
months provided the employee returns to work at the
expiration of such leave of absence and pays their
applicable share of such benefits.
28.4 If the employee does not return to work at the expiration
of the leave of absence, the money so expended for
payment of the fringe benefits noted in section 28.3
shall be recovered from the employee's severance pay.
29. 0 JURY AND COURT DUTY
29.1 If an employee is required to serve on jury duty, or is
subpoenaed as a witness, the Town will pay the employee
his full wages provided he turns over to the Town the
amount received as compensation, if any, other than
travelling allowance, and further provided the employee
reports for work when not required at court.
30.0 ANNUAL EMPLOYEE EVALUATION
30.1 An evaluation of each permanent employee's job
performance will be carried out each year. A new
employee hired after January 1st will be exempt from this
process with the exception of the evaluation required
after six months' probation.
30.2 Evaluations will be completed by the employee's immediate
supervisor. In the case of department heads not
reporting to the administrator, the evaluation will be
completed by the appropriate Board or Committee of
Council.
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30.3 The evaluation is to be completed not later than one
month before the anniversary date of each employee in the
following manner:
(i) Sufficiently before the completion date, the
supervisor will write down an evaluation of each
employee's job performance under his jurisdiction, using
the form appended to this by-law as Schedule "F", "G", or
"H" attached to and forming part of this by-law,
dependent upon the employee's status. He will give one
copy of the completed form to the employee for his
perusal.
(ii) within one week of the receipt of his copy
employee will meet with the supervisor to discuss
evaluation. This meeting will be scheduled by
supervisor. The employee will write his comments
complaints on the evaluation form and will sign it.
employee's ~ignature does not certify his agreement
this evaluation, but indicates that he has read it
discussed it with his supervisor.
the
the
the
or
The
with
and
(iii) In the event of disagreement, the employee may
follow the complaint procedure outlined in section 22 of
this by-law.
(iv) A copy of the completed evaluation will be provided
to the employee. A sealed copy, marked "Confidential"
will be provided to the administrator for filing in the
employee's personnel file. Only the employee and the
appropriate supervisor are to have access to the
evaluation.
(v) The supervisor will provide to the administrator the
rating given to each of his employees.
31.0 ;EMPLOYEE ADVANCEMENT AND RECLASSIFICATION
31.1 Employees shall annually progress from one step to
another within their position's pay grade on their
anniversary date, provided the employee's performance
evaluation is "satisfactory" or better.
31.2 A position's pay grade may be reviewed upon application
to the clerk-administrator who shall determine if a
review is in order. If the applicant is dissatisfied
with the clerk-administrator's decision, he/she has
recourse to the complaint procedure outlined in this
by-law.
32.0 ABSENCE WITHOUT LEAVE/REPORTING ABSENCE
32.1
An absence from
department head
without leave.
work without the approval
or his designate is considered
of the
absence
32.2
An employee will not receive remuneration while on
absence without leave, and unauthorized absence may
result in disciplinary action.
32.3
An employee may request days off without pay which must
be approved by the department head in keeping with the
provisions of the Town's Social Contract dated July 29th,
1993.
.
.
·
·
·
·
·
·
·
·
·
·
32.4
33.0
33.1
33.2
-23-
Employees are personally responsible for advising his
supervisor or designate on each occasion necessitating an
absence from duty due to illness or unforeseen
circumstances. Employees must notify their supervisor or
designate within two hours of their normal start of work.
LEAVE OF ABSENCE
Council
personal
working
absence
of -one
absence
service
may grant leave of absence to any emplòyee for
reasons when such leave is in excess of one
week. Department heads may grant leave of
to any employee for personal reasons for leaves
working week or less. Employees on leave of
shall not be paid and shall not accumulate
or benefits while on leave.
Any employee who is absent from work during normal
working hours due to inclement weather shall not be paid
for such time absent. However, the employee shall have
the opportunity to make up such time and must do so
within one month. The employee will be paid for the
make-up time at his normal basic rate of pay, which shall
not be increased by overtime or shift differential.
34.0 UNEMPLOYMENT INSURANCE
34.1 Deductions will be made from all employees' paycheques as
established by the Unemployment Insurance Commission.
The Town will pay its share as established by the
Unemployment Insurance Commission.
35.0 EQUAL PAY FOR WORK OF EQUAL VALUE (PAY EQUITY)
35.1 In 1994, through a compensation study, the Town of
Kincardine has adopted an evaluation plan that
encompasses pay equity. All positions in the same pay
grade will receive the same pay, regardless of whether
the employee is male or female.
35.2 Before the Kincardine Town Council will create
position in the Town, or hire a person into
position, the following action must be taken:
(a) The responsible department head must submit
job description to the clerk-administrator;
a new
a new
a draft
"
(b) The clerk-administrator shall review the job
description and submit it to the designated committee of
council for personnel.
(c) The designated committee of council will review the
job description and make any changes deemed appropriate.
The clerk-administrator, personnel chair and appropriate
department head shall evaluate it, based on the
evaluation plan accepted in the 1994 compensation study.
The criteria to be used for this evaluation is attached
as Schedule "N", forming part of this by-law.
(d) The clerk-administrator shall prepare a by-law for
consideration by Council together with a report setting
out the ~elevant details of the evaluation and position.
-24-
36.0 TERMINATION OF EMPLOYMENT
36.1
·
· 37.0
37.1
An employee's termination date shall be his last day
physically at work. Any monies owing to him for unused
overtime, vacation, etc., will be paid in cash on his
last pay cheque.
NEGOTIATION PROCESS
The council will, at the beginning of its term, appoint
one councillor who will be responsible for personnel
matters. That councillor, the mayor and the
clerk-administrator shall be responsible for annual
salary and benefit negotiations with the non-management
employee group and the management employee group, and
will report to and receive direction from the committee
of the whole, in camera, as required. The councillor
responsible for personnel matters and the mayor shall
negotiate with the clerk-administrator.
37.2 The permanent, non-management employees will choose from
amongst themselves a "negotiating committee", which will
consist of no more than five members, who will be the
liaison between the non-management employees and the
negotiating committee of council. An employee who sits
on the employee negotiation committee shall not be
subject to adverse action or discrimination by Council
because of his/her involvement with the employee
negociation committee.
·
37.3
Management employees, with the
clerk-administrator, shall form a
group from those employees outlined
exception of the
separate negotiating
in clause 37.2.
37.4 The clerk-administrator shall negotiate separately with
the negotiating committee of council.
37.5 On or before October 1st of each year, the employee
negotiating groups shall present to council,
confidentially, in writing, their requests for salary and
benefits for the following year. The council negotiating
committee shall then meet with the committee of the
whole, in camera, and schedule meetings with the employee
negotiating groups to discuss the requests. This
negotiating process may require several meetings.
·
37.6 It is the general intention of the Council to conclude
the negotiating process prior to January 1st; however,
in an election year, this may be impossible, and the
out-going council may wish to leave the salary
negotiations for the new council to carry out. In this
case, the employee groups will be required to adjust to
council's schedule.
37.7
·
·
Nothing in this section
employees from agreeing
benefit package.
shall preclude the council
to a multi-year salary
and
and
·
·
·
·
·
·
-25-
38.0
SOCIAL CONTRACT
Pursuant to provincial legislation, the Town adopted a
Social Contract Plan on July 29th, 1993 which covers the
period of July 1st, 1993 to June 30th, 1996. The plan is
attached as Schedule "Q" to this Bylaw.
3 9 . 0 GENERAL PROVISIONS
39.1
Employees in all positio~s
certificate of health, ~n
requirements of the Human Rights
the Human Rights Commission.
All e~ployees must report to either
superv~sor or the payroll department if
made in their name, address, telephone
status, dependent coverage, or change in
must submit
accordance
Code and the
a medical
with the
policies of
39.2
their immediate
any changes are
number, marital
beneficiary.
39.3 This by-law shall not be amended without consultation
with the employee(s) affected by the amendment.
40.0 BY·LAW AND POLICY REPEALS
40.1 By-law number 1993-3 be and the same is hereby repealed.
41.0 NAME OF BY-LAW
41.1 This By-law shall be cited as the "1994 Consolidated
Personnel By-law".
41. 0 EFFECTIVE DATE
41.1
This by-law
November 3rd,
1st, 1994.
shall come into full force and effect on
1994, and shall be retroactive to January
READ a FIRST AND SECOND time this 3rd day of November, 1994.
READ a THIRD TIME and FINALLY PASSED this 3rd day of
November, 1994.
~~~
Mayor Clerk
SCHEDULE "A"
·
TOWN OF KINCARDINE
CURRENT PAY GRADES BY POSlTlON
·
·
Job Title Job Points Pay
Grade
Clerk-Administrator 791 22
Manager of Public Works 672 17
Treasurer 668 17
Facilities/Parks Manager 601 15
Fire Chief 592 14
Chief Building Official 590 14
Director of Recreation 557 13
Public Works Supervisor 548 12
W.W.T.S. Chief Operator 547 12
Deputy Clerk 540 12
Mechanic 487 10
Aquatics Director 485 10
Parks Supervisor 476 10
Building Inspector 461 9
W.W.T.S. Operator/Maintainer 457 9
Senior Accounting Clerk 454 9
Tax Clerk/Typist 433 8
Executive Secretary 428 8
Inside Mtn/Lead Hand - Rec 421 7
Outside Maintainer 397 6
Inside Maintainer - Admin. 387 6
Clerk-Typist/Recept-OPP 385 6
Clerk-Typist/Recept-Admin 385 6
Clerk-Typist/Recept-Bldg 385 6
Program Coordinator - Rec. 384 6
Clerk-Typist/Recept-Rec. 380 6
Inside maintainer - Fire 376 6
Waste Diversion/Red. Coord. 371 5
Inside Maintainer - Rec. 366 5
Accounting Clerk 365 5
Clerk-Typist/Recept. - Fire 355 5
Waste Collection Maintainer 353 5
Labourer - Waste Management 348 4
Landfill Site Maintainer 347 4
Cemetery Maintainer 346 4
Landfill Site Gate Attendant 341 4
Parks Maintainer 326 4
Custodian - Administration 317 3
Crossing Guard 313 3
Health Club Coordinator 305 3
Asst. Clerk-Typist - Rec. 286 2
·
·
·
SCHEDULE 'B'
· TOWN OF KINCARDINE
RATES OF PAY BY GRADE
· NOTE: Salaries from grade 1 to 12, inclusive, are hourly
rates. Salaries from grade 13 to 23, inclusive, are
annual rates.
Points Pay Step Step Step Step Step
From to Grade 5 4 3 2 1
250 275 1 $12.46 $12.10 $11.75 $11.41 $11.07
276 300 2 13.01 12.63 12.26 11.91 11. 56
301 325 3 13.58 13 .19 12.80 12.43 12.07
· 326 350 4 14.18 13.76 13.36 12.97 12.60
351 375 5 14.80 14.37 13.95 13.54 13.15
376 400 6 15.45 15.00 14.56 14.14 13.73
'401 425 7 16.13 15.66 15.20 14.76 14.33
426 450 8 16.83 16.34 15.87 15.40 14.96
451 475 9 17.57 17 .06 16.56 16.08 15.61
476 500 10 18.34 17.81 17.29 16.79 16.30
501 525 11 19.15 18.59 18.05 17.52 17.01
526 550 12 19.99 19.40 18.84 18.29 17.76
551 575 13 43,389 42,141 40,914 39,707 38,563
576 600 14 45,302 43,971 42,702 41,454 40,248
· 601 625 15 47,278 45,906 44,574 43,264 42,016
626 650 16 49,358 47,923 46,530 45,178 43,846
651 675 17 51,522 50,024 48,568 47,154 45,781
676 700 18 53,789 52,208 50,690 49,213 47,778
701 725 19 56,139 54,517 52,915 51,376 49,878
726 750 20 58,614 56,909 55,245 53,643 52,062
751 775 21 61,173 59,405 57,658 55,994 54,350
776 800 22 63,856 62,005 60,195 58,448 56,742
· 801 825 23 66,664 64,730 62,837 61,006 59,238
·
·
·
·
·
·
·
SCHEDULE 'C'
SAFETY BOOT ALLOWANCES
Effective Date:
January 1, 1994
Position
Manager of Public Works
Facilities/Parks Manager
Fire Chief
Chief Building Official
Director of Recreation
Public Works Supervisor
W.W.T.S. Chief Operator
Mechanic
Aquatics Director
Parks Supervisor
Building Inspector
W.W.T.S. Operator/Maintainer
Inside Maintainer/Lead Hand - Recreation
Outside Maintainer
Inside Maintainer - Municipal Buildings
Inside Maintainer - Davidson Centre
Waste Collection Maintainer
Labourer - Waste management
Landfill Site Maintainer
Landfill Site Gate Attendant
Parks Maintainer
Custodian - Municipal Buildings
Part Time - Parks, Public Works, Cemetery and
Davidson Centre Maintainer (includes summer
and seasonal employees)
pavment
$ 80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
80.00
40.00
·
·
·
·
.
.
SCHEDULE 'D'
MILEAGE RATE (PRIVATE VEmCLE)
Effective date:
January 1, 1994
30.0 cents per kilometer
22.0 cents per kilometer
18.5 cents per kilometer
o - 10,700 km.
10,701 - 24,000 km.
Over 24,000 km.
·
·
·
·
·
e
SCHEDULE 'E'
LUMP SUM MILEAGE PAYMENTS
Effective date:
Emplovee
Director of Recreation
Facilities/Parks Manager
Clerk-Typist - Davidson Centre
Program Coordinator
January 1, 1994
Lump Sum Amount
$ 600.00
600.00
150.00
350.00
·
·
·
·
·
-
SCHEDULE "F"
THE CORPORATION OF THE TOWN OF KINCARDINE
PERFORMANCE EVALUATION
MANAGEMENT . SUPERVISORY
PRIVATE AND CONFIDENTIAL WHEN COMPLETED
ANNUAL PERFORMANCE EVALUATION
The Town of Kincardine has initiated a revised employee
evaluation procedures and forms. This procedure is designed
to evaluate employees in order to assist both the employee
and the supervisor in pinpointing strengths and weaknesses
and to help employees in their professional development and
to do a better job in their position.
Evaluators are instructed to take their time and prepare a
well-thought-out and honest evaluation of each employee. Do
not take the easy way out and rank all employees the same.
Treat this as an opportunity to sit down with each employee
and have a heart-to-heart talk with them about their
performance. This procedure should be a positive tool and
develop both better employees and better supervisors.
Evaluators who have questions on the form or procedures
should discuss them with the Clerk-Administrator. Questions
concerning individuals should follow normal reporting lines
of authority and responsibility.
GENERAL INSTRUCTIONS
1. The evaluation is to be completed one month before the
anniversary date of each employee.
2. The evaluation
immediate supervisor
committee.
shall be completed by each
or, if no supervisor, the
employee's
supervising
3. Upon completion of the evaluation form, the evaluator(s)
must provide a copy to the employee and discuss, in private,
the evaluation with the employee. The form must be signed by
both the evaluator and the employee. It should be noted that
the signature of the employee indicates that the form has
been discussed with him/her and does not necessarily indicate
that the employee agrees with it. If the employee does not
agree with the rating or the evaluation, an appeal procedure
may be followed pursuant to the procedure outlined in the
Town's Consolidated Personnel By-law.
4. The proposed rating shall be forwarded, within a week of
the evaluation, to the Personnel Chair of the Committee of
the Whole, c/o the Clerk-Administrator, in a sealed envelope
marked "PRIVATE AND CONFIDENTIAL".
5. The Committee of the Whole may return to an evaluator,
all the evaluations submitted if, in the opinion of the
Committee, the evaluation as a whole was improperly or poorly
completed. The evaluator will then be required to
re-evaluate the employee in accordance with the correct
procedure or justify to the Committee's satisfaction the
original evaluation. Any evaluation returned unsigned will
also be returned.
.. .2
·
·
·
·
e
·
SCHEDULE 'F' - PlUle 2
RATING CRITERIA
1. Exceptional - performance is extraordinary and goes far
above expectations for the job. Consistently demonstrates
creative approach to the job and proposes innovative ideas.
The employee will have exhibited at least one outstanding or
unusual accomplishment.
2. Very Good - performance is beyond the requirements for
good performance for the position.
3. Satisfactory - performance consistently meets full job
requirements. Has acquired full knowledge, experience and
training. Work is done, employee requires little supervision
and is dependable.
4. Needs Improvement - performance does not always meet the
minimum job standards. Requires unnecessary supervision and
instruction. Lacks full job knowledge, initiative, experience
or/and training and needs improvement.
'5. Unsatisfactory performance consistently falls below
minimum requirements for the position. Requires constant
instruction and motivation to complete even the most
rudimentary aspects of the position. Job should not be
retained without significant improvement.
EVALUATOR'S COMMENTS AND SUGGESTIONS FOR DEVELOPMENT
It is critical that this area be completed. You must, in
your own words, sum up the individual's strengths, weaknesses
and steps to be taken to improve upon these weak areas as
well as outlining potential for increased responsibility and
job promotion.
EMPLOYEE'S COMMENTS
In this area, the employee is encouraged to comment on the
evaluation, as well as outline his/her expectations for the
position. The employee should be given an opportunity to
complete this area after the evaluation has been discussed
with the employee.
.
.
.
e
.
-
SCHEDULE "F" - Page 3
'EMPLOYEE
,
Supervisory - Management Performance Evaluation
Unsatisfactory Needs Improvemcnt Satisfactory Very Good Exceptional I
QUALITY OF WORK - exlent to which work produced meets requirements of accuracy, thoroughness,
neatmss.
a o points a 4 points \ a 5 points a 6 points a 8 points
Unacceptable - work Minimum job Work salislies Often performs t~sks Exlraordinary
done incompletely or requiremenh requirements. betler than the accuracy and
in a careless manner. not always standard required. thoroughness.
Makes mistakes olten. me<
COMMENTS
QUANTITY OF WORK· output and volume 01 acceptable work produced, meeting objectives and deadlines.
Timelimss.
a o points a 4 points a 5 points a 6 points a 8 points
tnsufficient quantity of Minimum Completes assign- Orten successtully com- Extraordinary
work. Makes excuses standards of menls in reasonable pleles wt:rk asssignments speed and
to justify iack of perrormance lenglh of time. ahead of schedule. Re- volume 01
production. not always quests addilfonal work. outnul.
met
COMMENTS
JOB KNOWLEDGE - knowledge of techniques, equipmenl, melhods. Underslanding 01 the job to be
performed based on education andlor experience.
a o points a 4 poinls a 5 points a 6 points a 8 points
Job knowledge is Job knowledge usually Generally understands stan- Above-average Excellent knowledge
limited to certain areas. adequate to complete dard procedures, practices. knowledge and in- in all aspecls 01 the
Insufficient to handle minimum of job instructions and details need- depth understanding job.
most tasks. standards. ad to complete assignments. in most areas.
COMMENTS
JOB PERFORMANCE - use 01 time, plans work scheduies, effective organizalion 01 work
a o poinls a 4 points a 5 points a 6 points a 8 points
Takes adion only when Minimum Steady regular Performance is Extraordinary
Instructed. Musl be st.nduds or results. beyond normal performance.
perrorlØ;lncc
prodded to keep not dW;lYs requirements.
workin~. m..
COMMENTS
INITIATIVElMOTIVATION - sell·starting abilily to proceed with work wilhout being told. Recognizes and acts on
new opportunities, strives to Ie am latesl developments.
0 o points 0 4 points o 5 points o 6 points o 8 poinls ..
"- .----. Ambitious ~ takes respon- Sell-starter. Challenged
Needs constant Usually Accepts respon-
supervision and compleles jobs slbility for ge\ling sibiiity lor work beyond by neW and difficult as·
instruction. wilh minimum the job done. regular duties. Makes sug- signmen1s. Originates
supervision gestions to improve work. ideas and methods.
COMMENTS
DEPENDABILITY - exlent to which emptoyee can be counted on to carry out instruclions. be on Ihe job. and
fuUiiI responsibilities. Meets schedules and deadlines,reports back to supervisor.
a o points a 4 points a 5 points a 6 points 0 8 poinls
Unreliable. Usually reliable. Consistenlly reliable. Superior to normal Recognizes needs and
Does regular as well job demands. assumes responsibil-
as special assignments ily beyond job level.
promptly.
COMMENTS
PLANNING / ORGANIZING / UTILIZING RESOURCES - to meet objectives and Council/Board requirements.
Abiiity to lorm programs and establish priorilies.
0 o poinls 0 4 poinls o 5 points o 6 points 0 8 points
Minima] planning without Adequate in utilizing Plans and organizos Plans and organizes Planning and Organizing
considering objectives, resources. planning, as requirod 10 moel in del ail. Considers exceptionally complete.
priorities. and resources organizing work and work group objectives objectivos, priorities Objectives clearly iden-
availablo. Poor organiz~ setting priorities, and priorities. and interrelations tilied. Spots potential
alional techniques. Some improvement belween tasks required. problems. Considers
needed Cost- conscious. cost minimization.
COMMENTS
------..-
.
.
.
SCHEDULE "I''' - Page II
Unsatisfactory Needs Improvement Satisfactory Very Good Exceptional I
SUPERVISORY TECHNIQUES - DELEGATION AND FOLLOW-UP - delegalion and follow-up 01 work.
0 o poinls 0 4 points o 5 points o 6 poinls 0 ß poinls
008S lillle to defino DelcgalÌon of Delegates work 10 mool . Continually aware 01 Elfeclively delegates
goals or procedures, work and foHow· up curren I requiroments. work progress. work and achioves high
D09s not tollow-up. nQt always providing necessary Makos good use 01 performance. Consist-
consistent guidance and follow-up. subordinates' abilities. enlly follows-up on all
work assignments.
COMMENTS
SUPERVISORY TECHNIQUES - MOTIVATION OF STAFF
0 o points 0 4 points o 5 poinls o 6 points 0 ß poinls
Does not encourage Staff requires - Encourages staff 10 Consislenlly motivates
Emphasizes the
slaff panicipalion. Wor~ some motivation achieve etreclive rosults in need for high staff 10 achieve high work
Ilabils sel poor example an efficient manner. qualilY and perlormanca. Stimulates
for others, resulting WOlk habits set a good quantity or work. oll1els in the development
in poor morale. example for others. and implementation of ideas.
COMMENTS
STAFF DEVELOPMENT - to meef present and lulure needs.
0 o poinls 0 4 poinls o Spoin!s o G poinfs 0 ß points
Lacks knowledge, Recognizes present Anticipates shorl term Devetops slall for
abilily and loresighllo Some training &. needs and trains staff training needs and long term needs and
provide the required de.vdopment skills 10 moet current require- erleclively develops considers individual
training 01 staff. required ments in work group stalf. Provides guid- career goal
activities. ance 10 other work development
groups as appropriate
COMMENTS
COMMUNICATIONS SI<ILLS - orat and written - writing and conveying concise, organized and clear information
0 o poinls 0 1 point o 2 points o 3 points 0 4 poinls
Nol clear. OHen Clear and concise, Concise and clearly Excellent presentation
incomplete, inaccurate Some communication Uses proper language underslood Maintains Always accurate and
and not easity under· $kil1s require. and terminology. logic and cI(:rily, even on well organized in
stood. improvement complex assignments content.
and issues.
COMMENTS
JOB ATIITUDE - Amounf 01 cooperativeness. inleresl and enthusiasm shown in work. Avoids personal influ-
ences. willingly accepls additional responsibilily, accepfs personal counselling and guidance,
adjusts personal time to satisfy needs ot project.
0 o points 0 1 point o 2 poinls o 3 points 0 4 poinls
Attitude very poor. Altilude needs some Favorable attitude. Willingly contributes Highly enthusiastic,
improvemenl, exlra effort and persevering, conslantly
energy. seeks additional work.
Consciencious.
COMMENTS
ADAPTABILITY - ability 10 perform variety of assignments within scope of job duties and meet changed
ancl'or unusual siluations.
0 o points 0 1 poin! o 2 points o 3 points 0 4 points
Resists change. Usually adjusts 10 Consistently adjusls 10 Very adaptablo Quick 10 adjust to
change. changes or new or unus· to change. changed conditions.
ual siluations enough to
perform work salisfadorily.
COMMENTS
INTEnPEIiSONAL SI<ILLS - rnainlaining positive walking relationships willl peers, supervisors. and tile
public. assisling others to accomplish work group objcctives.
0 o points 0 1 point o 2 points o 3 points 0 4 points
Uncooperative with Displays minimum Coopera1ivo with peers, Works well wilh 01l1ers. An excellent 1eam
alhers. Has an adverse courtesies and supervisor(s) and 1he An asset in fulher- worker. Highly respect
effect on work g(Qup. cooperalion. public. Accepts construç- ing cooperation with ed by all. Conlribules
Frequently challengos tiV8 criticism. Interacts others. 10 group relationships
supervisor's autl1ority. well with groups and and errectiveness.
Rude to lhe public. individuals.
COMMENTS
APPEARANCE - Personal hygiene, neatness. and appropriate standard of dress.
0 o poinls I 0 1 pain! I o 2 points I o 3 points I 0 4 poinls
COMMENTS
-,,---
.
.
.
SCHEDULE "F" - Page 5
. TOWN OF KINCARDINE
ANNUAL PERFORMANCE APPRAISAL SUMMARY
.
SUPERVISORY - MANAGEMENT
I' . ,.
..11 ,
I :. . -
,.-- .. -
I . , I: ~
I.. ...
- -..----.- -"- --' -- ·1
.. ."'..
... .. ..,
,n. ...
,.... .. . .....
.-. .-.._. .-.
:,; '.':: . ::i:: :';"
.'
,.,. ,-- .- ". .... -, -"
..-....' ,.. .... .- ...
... n. _. .. _... ........ ..... ... ... _ _. _,
., -::<.'::~: ~~::,,::/ .:~~.;'...;':::' '.- -'-' -. - -. ~. -- -- _:'~-..' .~. ·Ii / ,".
.\':
, .__.. ..._......._.._._...__......... .-.----.-_.......1 '
.¡ ...... '-'--:..--:.:.-=-~~~--'=.:.~'=~~".'-~- -. --.-.....-- ....----..- .--..-. ._.__.._-~-~:. (
~' ~':'. . .'. " . ,
c, ..\ Tille', r ., 'c"
~::;:t,':"':'~";':¡¡xH:~':~::f,;.;"::;:~:';';;,',,';::~:,;':,:~,,::::'::::~::,:::;:t.~:;:;:;:~:~::;:::~:,::;:::~,:::::t':·~,:;:;::'.:;;:;"¡;~;~,::';;:;::;~;;:~::::::::::'::":i:::'N:~;.::::::::::,:;:;,:::;:~":;'X:':~::::""':::::"::>;;;::':;;::':'::;-~~'~~,:;:'.:::::'::~::'::~:':::':'~::~~;:;""':"::'~'~~"'i":~i:,:i:'''::;::X~,,::;:;>mi:',:",',.~:"1':~:::'-::::',,'~>;;::r.iI:~;<:::;::'<;;>;"~·...
CRITERIA
RATING POINTS
.
1. Qualltv of Work (max.8)
2. Quantity of Work max.8)
3. Job Knowledae max.8)
4. Job Performance max.8)
5. Initiative/Motivation max. 8)
6. Dependability (max.8)
7. Plannlna/Oraanlzina (max.8)
8. Supervisory Techniques (max. 8)
- Deleaatlon and Follow-Up
9. Supervisory Techniques
- Motivation of Staff max. 8)
10. Staff Development max. 8
11. Communications Skills max. 4
12. Job Attitude max. 4
13. Adaptablllt'l max. 4)
14. Interpersonal Skills max. 4)
15. Appearance (max. 4)
TOTAL POINTS (max. 100)
Exceptional
Very Good
Satisfactory
N .;edB improvement
Unsatlsfaclory
07·100 points
60 . 86 points
54 - 67 polnls
46 - 53 points
o - 45 points
.
.
SCHEDULE "p" - Page 6
EVALUATOR'S COMMENtS AND SUGGESTIONS FOR IMPROVEMENT
,'. ..,
..
.
EMPLOYEE'S COMMENTS AND DEVELOPMENT INTEREStS
Prepared/Appraised by:
Sigriature:
Date:
This appraisal has
been discussed:
Date:
(Signature of Employee)
Note: Signature of employee does not necessarily signify
concurrance with appraisal.
.
-
·
·
·
·
·
·
SCHEDULE 'G'
THE CORPORATION OF THE TOWN OF KINCARDINE
PERFORMANCE EVALUATION
CLERICAL - SECRETARIAL
PRIVATE AND CONFIDENTIAL WHEN COMPLETED
ANNUAL PERFORMANCE EVALUATION
The Town of Kincardine has initiated a revised employee
evaluation procedures and forms. This procedure is designed
to evaluate employees in order to assist both the employee
and the supervisor in pinpointing strengths and weaknesses
and to help employees in their professional development and
to do a better job in their position.
Evaluators are instructed to take their time and prepare a
well-thought-out and honest evaluation of each employee. Do
not take the easy way out and rank all employees the same.
Treat this as an opportunity to sit down with each employee
and have a heart-to-heart talk with them about their
performance. This procedure should be a positive tool and
develop both better employees and better supervisors.
Evaluators who have questions on the form or procedures
should discuss them with the Clerk-Administrator. Questions
concerning individuals should follow normal reporting lines
of authority and responsibility.
GENERAL INSTRUCTIONS
1. The evaluation is to be completed one month before the
anniversary date of each employee.
2. The
immediate
committee.
evaluation
supervisor
shall be completed by each
or, if no supervisor, the
employee's
supervising
3. Upon completion of the evaluation form, the evaluator(s)
must provide a copy to the employee and discuss, in private,
the evaluation with the employee. The form must be signed by
both the evaluator and the employee. It should be noted that
the signature of the employee indicates that the form has
been discussed with him/her and does not necessarily indicate
that the employee agrees with it. If the employee does not
agree with the rating or the evaluation, an appeal procedure
may be followed pursuant to the procedure outlined in the
Town's Consolidated Personnel By-law.
4. The proposed rating shall be forwarded, within a week of
the evaluation, to the Personnel Chair of the Committee of
the Whole, c/o the Clerk-Administrator, in a sealed envelope
marked "PRIVATE AND CONFIDENTIAL".
5. The Committee of the Whole may return to an evaluator,
all the evaluations submitted if, in the opinion of the
Committee, the evaluation as a whole was improperly or poorly
completed. The evaluator will then be required to
re-evaluate the employee in accordance with the correct
procedure or justify to the Committee's satisfaction the
original evaluation. Any evaluation returned unsigned will
also be returned.
.. .2
·
·
e
·
·
·
SCHEDULE 'G' . PaŒe 2
RATING CRITERIA
1. Exceptional - performance is
above expectations for the job.
creative approach to the job and
The employee will have exhibited
unusual accomplishment.
extraordinary and goes far
Consistently demonstrates
proposes innovative ideas.
at least one outstanding or
2. Very Good - performance is beyond the requirements for
good performance for the position.
3. Satisfactory - performance consistently meets full job
requirements. Has acquired full knowledge, experience and
training. Work is done, employee requires little supervision
and is dependable.
4. Needs Improvement - performance does not always meet the
minimum job standards. Requires unnecessary supervision and
instruction. Lacks full job knowledge, initiative,
experience or/and training and needs improvement.
5. Unsatisfactory - performance consistently falls below
minimum requirements for the position. Requires constant
instruction and motivation to complete even the most
rudimentary aspects of the position. Job should not be
retained without significant improvement.
EVALUATOR'S COMMENTS AND SUGGESTIONS FOR DEVELOPMENT
It is critical that this area be completed. You must, in
your own words, sum up the individual's strengths, weaknesses
and steps to be taken to improve upon these weak areas as
well as outlining potential for increased responsibility and
job promotion.
EMPLOYEE'S COMMENTS
In this area, the employee is encouraged to comment on the
evaluation, as well as outline his/her expectations for the
position. The employee should be given an opportunity to
complete this area after the evaluation has been discussed
with the employee.
.
.
.-
.
.
-
SCHEDULE "G" - Page 3
I EMPLOYEE
I
Clerical - Secretarial Performance Evaluation
Unsatisfactory Needs Improvement Satisfactory
Very Good
Exceptional
QUALITY OF WORK - extent 10 which work produced meets requirements of accuracy, thoroughness.
nealness.
0 o poinls 0 6 poinls o B points o 10 poinls 0 12 points
Unacceptable - work Minimum job Work satisfies alien performs tasks Extraordinary
done incompletely or requirements requirements. beller Ihan the accuracy and
in a careless manner. not always standard required. thoroughness.
Makes mistakes often. met
COMMENTS
QUANTITY OF WORK - output and volume 01 acceptable war!<. produced. meeting objectives and deadlines.
Timeliness.
o 0 points 0 6 points o 8 points o 10 points 0 12 poinls
Insuflicient quantity 01 Hinimum Completes assign- alien successluliy com- Extraordinary
work. Makes excuses standards of ments in reasonable plates work asssignments speed and
to justify lack of performance length of time. ahead 01 schedule. Re- volume 01
production. not always I quesls additional work. oulpul.
met
COMMENTS
JOB KNOWLEDGE - knowledge of lechniques, equipment, methods. Underslanding of the job to be
performed based on educalion andlor experience.
0 o points 0 6 points o 8 points 0 10 points 0 12 points
Job knowledge is Job knowledge usually Generally understands sian- Above-average Excellent knowledge
limited to certain areas. adequate 10 complete dard clerical procedures, knowledge and in- in all areas of the
Insufficient to handle minimum of job instructions and details need· depth understanding job.
most tasks. slandards. ad to complete assignments. in most areas.
COMMENTS
JOB PERFORMANCE - use 01 time, plans war!<. schedules, eflective organizalion 01 work.
0 o points 0 6 points o 8 poinls 0 10 points 0 12 poinls
Takes adian only when Minimum. Steady regular Performance is Extraordinary
instructed. Must be standards of results. beyond normal performance.
prodded to keep performance requirements.
not always
working. mø'
COMMENTS
DEPENDABILITY - extenl to which employee can be counted on to carry out instructions, be on tile job, and
fullill res¡x¡nsibilities. Meels schedules and deadtines, leeds back information.
0 o points 0 6 points o B poinls 0 10 points 0 12 poinls
Unreliable. Usually reliable. Consistently reliable. Superior to normal Recognizes needs and
N"",ds som... Does regular as well job demands. assumes responsibil·
ìm\,,.o"e.m~t- as special assignments ity beyond job level.
promptly.
COMMENTS
INITIATIVE/MOTIVATION - sell-slarting abilily to proceed wilh work wilhoul being laid. Recognizes and acls on
new op¡x¡rlunities. slrives 10 leam lafosl developmenls.
0 o points 0 ~ points o 6 poinls o ß poinls 0 10 points
Needs constant Usually Accepts resp,on- Ambitious· takes raspon- Sell-starler. Challlenged
supervision and completes jobs sibility lor geUing sibility lor work beyond by new and diflicull as-
instruction. with minimum the job done. regular dulies. Makes sug· signmenls. Originates
supervision gestions to improve work. ideas and methods.
COMMENTS
JOB ATTITUDE - Amount of cooperativeness. inlerest and entl1usiasm shown in work. Avoids personal influ-
ences, willingly accepts additional responsibilily, accepls personal counselling and guidance,
adjusts personal time 10 satisfy needs of project.
0 o points 0 ~ points o 6 poinls o ß points 0 10 points
Atlitude very poor. Altitude needs some Favorable aUi1Ude. Willingly contribules Highly enthusiastic,
improvement. extra effort and persevering, constanlly
energy. seeks additional work.
Consciencious.
COMMENTS
e
·
·
·
~
·
·
SCHÊDULE "G" - Page 4
Unsatisfactory !leeds Improvem<ènt Satisfactory
Very Good
Exceptional
ADAPTABIUTY-abJlili 10 perform variety of assignmenls within scope 01 job duties and meet changed--
ardlor unusual snualk:>ns.
o 2 points
Usually adjusls to
chal1ge.
INTERPERSONAL SKILLS - maintaining posilive working relationships wilh peers, supervisors, and the
¡:ublic. assisting others to accomplish work group objectives.
o 2 points 0 4 points 0 6 poinls
Displays minimum Cooperative wilh peers, Works well wilh olhers.
cour1esies and supervisor(s) and the An asset in futher.
cooperation. public. Accepts construe- íng cooperation with
five criticism. (n(eraels olhers.
well with groups and
individuals.
o 0 points
Resists change.
COMMENTS
o 0 points
Uncooperative Wilh
olhers. Has an adverse
elleet on work group.
Frequently challenges
supervisor's authority.
Rude to the public.
COMMENTS
o 4 points
o 6 pOints
Very a<1aplabie
10 change.
Consislently adjusts 10
changes or new or Unus-
ual situations enough 10
perform work satisfactorily.
APPEARANCE - Personal hygiene, neatness, and appropriate slandard 01 dress.
. 0 0 points
COMMENTS
o 1 point
o 2 poinls
o 3 points
o· 8 points
Quick 10 adjuslto
changed conditions.
-'~---.-..
o 8 poinls
An excellent team
worker. Highly respect
ed by all. Contributes
10 group relationships
and effectiveness.
o 4 points
SCHEDULE "G" - Page 5
.
TOWN OF KINCARDINE
ANNUAL PERFORMANCE APPRAISAL SUMMARY
m
.. ,_. :_._..__.... . __.. __ _·~..L.=R_I_C~_:.._-__~~]C~ETAHIAL.
~, I'II~' 'J ',: ~'" n (I
! I - . .. / '" ..
[-....-... - .--....-.----.. .--...--... --'" - '- -j
t~~~,;~~~.~,t.:~. _._..________..___.__!'~ Dale ... .. ......... .... ........ ........ ....!~
1'--"-- .---.-----..-.----...-..--:-.----...---.--- . . .' . .
;·--;:~.-:~··0::-, :.,·~,::~.7i:-;-;:::I-..·-··--_..··-·_..-.....·--...·-·---..·---·...1, '.'
I I. .. I. ...... I ., . ....~. 'I t. ,.. '" '
I ... í:'0r: I' ~lyur.r)
I·---:~·r·:-;;.~··:_:_;_ ;::7;)-;--::-i7·-::-:~..·---n_-.__....-- -.--. .--------
1_._' '_" ...~'\.. :_t.....1 ·1 ...J.I..:
__.____._._--1 ' . ,;". . .
, . ,.,
¡:.
. !i:i::.:I~repãrë(j" aÿ -.. -....-....--..----.--..---.--
/;::..~::.¡~; .
'//?; Tille
"'~,~h¡¡
~(~,Y'¡
:.~:.:-:~::~:¡:b:::::.:::.::,*::::::;::<';::;::¡::~/:~::~.;'.<:::: ~" ,;.; v~ ~~~.' ;.:'...::: '~ ~. " "', -,' <,~ ~ , ;'
·...-·----·-·-··--'IWMijl
. ". . "y"''',.'
"..", ,...c"....,.,..".,. ,.,.",..;.,."",.",.,;."." "",,'d·"·""·"·''"''''' '" '..',.,.:.,:,.,;",."".",,:.;%úì'ii\
CRITERIA
9. Interpersonal Skills
1 O. A earance
TOT AL POINTS
RATING POINTS
(max. 12)
(max. 12)
(max.12)
(max.12)
(max.12)
(max. 10)
(max.10)
8
(max. 8)
1. Quality of Work
2. Quantity of Work
3. Job Knowledge
4. Job Performance
5. Dependability
6. Initiative/Motivation
7. Job Attitude
.
(max.100)
Exceptional 91-100 points
Ver¡ Good 72 - 90 points
Satlsfactor¡ 55 - 71 points
Needs Improvement -13 - 52 points
Unsatisfactor¡ 0 - 42 points
.
.
SCHEDULE "G" - Page 6
EVALUATOR'S COMMENTS AND SUGGESTIONS FOR IMPROVEMENT
EMPLOYEE'S COMMENTS AND DEVELOPMENT INtERESTS
cc I Prepared/Appraised by:
Sig natu re:
Date:
This appraisal has
been discussed:
Dale:
(Signature of Employee)
Note: Signature of employee does not necessarily signify
concurrance with appraisal.
.
e
·
·
·
·
·
·
SCHEDULE 'H'
THE CORPORATION OF THE TOWN OF KINCARDINE
PERFORMANCE EVALUATION
INSIDE/OUTSIDE MANUAL AND MECHANICAL
PRIVATE AND CONFIDENTIAL WHEN COMPLETED
ANNUAL PERFORMANCE EVALUATION
The Town of Kincardine has initiated a revised employee
evaluation procedures and forms. This procedure is designed
to evaluate employees in order to assist both the employee
and the supervisor in pinpointing strengths and weaknesses
and to help employees in their professional development and
to do a better job in their position.
Evaluators are instructed to take their time and prepare a
well-thought-out and honest evaluation of each employee. Do
not take the easy way out and rank all employees the same.
Treat this as an opportunity to sit down with each employee
and have a heart-to-heart talk with them about their
performance. This procedure should be a positive tool and
develop both better employees and better supervisors.
Evaluators who have questions on the form or procedures
should discuss them with the Clerk-Administrator. Questions
concerning individuals should follow normal reporting lines
of authority and responsibility.
GENERAL INSTRUCTIONS
1. The evaluation is to be completed one month before the
anniversary date of each employee.
2. The evaluation shall be completed by each
immediate supervisor or, if no supervisor, the
committee.
employee's
supervising
3. Upon completion of the evaluation form, the evaluator(s)
must provide a copy to the employee and discuss, in private,
the evaluation with the employee. The form must be signed by
both the evaluator and the employee. It should be noted that
the signature of the employee indicates that the form has
been discussed with him/her and does not necessarily indicate
that the employee agrees with it. If the employee does not
agree with the rating or the evaluation, an appeal procedure
may be followed pursuant to the procedure outlined in the
Town's Consolidated Personnel By-law.
4. The proposed rating shall be forwarded, within a week of
the evaluation, to the Personnel Chair of the Committee of
the Whole, c/o the Clerk-Administrator, in a sealed envelope
marked "PRIVATE AND CONFIDENTIAL".
5. The Committee of the Whole may return to an evaluator,
all the evaluations submitted if, in the opinion of the
Committee, the evaluation as a whole was improperly or poorly
completed. The evaluator will then be required to
re-evaluate the employee in accordance with the correct
procedure or justify to the Committee's satisfaction the
original evaluation. Any evaluation returned unsigned will
also be returned.
.. .2
·
·
·
·
·
·
SCHEDULE 'H" . Palle 2
RATING CRITERIA
1. Exceptional - performance is extraordinary and goes far
above expectations for the job. Consistently demonstrates
creative approach to the job and proposes innovative ideas.
The employee will have exhibited at least one outstanding or
unusual accomplishment.
2. Very Good - performance is beyond the requirements for
good performance for the position.
3. Satisfactory - performance consistently meets full job
requirements. Has acquired full knowledge, experience and
training. Work is done, employee requires little supervision
and is dependable.
4. Needs Improvement - performance does not always meet the
minimum job standards. Requires unnecessary supervision and
instruction. Lacks full job knowledge, initiative, experience
or/and training &nd needs improvement.
5. Unsatisfactory performance consistently falls below
minimum requirements for the position. Requires constant
instruction and motivation to complete even the most
rudimentary aspects of the position. Job should not be
retained without significant improvement.
EVALUATOR'S COMMENTS AND SUGGESTIONS FOR DEVELOPMENT
It is critical that this area be completed. You must, in
your own words, sum up the individual's strengths, weaknesses
and steps to be taken to improve upon these weak areas as
well as outlining potential for increased responsibility and
job promotion.
EMPLOYEE'S COMMENTS
In this area, the employee is encouraged to comment on the
evaluation, as well as outline his/her expectations for the
position. The employee should be given an opportunity to
complete this area after the evaluation has been discussed
with the employee.
·
·
·
·
·
·
SCHEDULE "II" - Page 3
1EMPLOYEE
\
Inside/Outside Manual and Mechanical
Performance Evaluation
Unsatisfactory Needslmprovement Satlsfaclory
Very Good
Exceptional
. .
QUALITY OF WORK· oxlonllo which work producod meets rOQulroments 01 accuracy, thoroughness,
m alness.
o 0 polnls o 6 points o 0 points o 10 potnls 0 12 points
Unacceptable· work Minimum job Work sa\1slles Ollon performs lask9 Extraordinary
done Inoompløtaly or 1" equirements requirements. batlør than the accuracy and
In a careless manner. not always standard foqulrod. thoroughness.
Makes mlslakos allan. met :
COMMENTS
QUANTITY OF WORK· oulput and volume 01 acceplable work produced, meeling ob acllves and deadlines.
TImollness.
0 o polnls o 6 points o 0 polnls o 10 points 0 12 pol.nls
InsuUlclent quantlly 01 Minimum Compleløs asslgn- Otton successfully com· Extraordinary
work. Makos excuses standards of ments In roasonable plelu work Bssslgnmonls spud and
performance
. . to lu,llIy lack 01 not always length 01 tlmo. ahoad or schodulo. Ao- volume 01
production. met quosts additIonal work. oUlput.
COMMENTS
JOB KNOWLEDGE - knowledge ollechnlQues, equipment, melhods. Understanding ollhe lob to be
perlormed based on oducallon and/or experierx:íí.
o 0 pain Is 0 6 points o 8 polnls o 10 points 0 12 points
Job knowlodgo I, Job knowledge usually G9nerally underslands Above-average Excollont knowlodgo
IImlled 10 cartaln areas. adequate to complete standard procedures, work knowl.dg. and In- In all ar.a, ollh.
In,ulllcl.nt to handl. minimum 01 lob mo\hods, InstrucHons and doplh undorslandlng Job.
most tasks. slandards. dot ails neoded to oomplote In most arOBS.
asslanments.
COMMENTS
JOB PERFORM.ANCE -Uso 01 limo, plans' work schedules, ollecllvo organization 01 work.
0 o polnls 0 6 pain Is o 8 polnls o 10 polnls 0 12 points
Takos adlon only when Minimum Slosdy regular Porlormancels Exlraordlnary
Instrucled. Musl be standards of results. beyond normal performanco.
prodded 10 keop performance roqulremenls.
nol always
working. met
COMMENTS
DEPENDABILITY· eXlonl to whtch employee can be counted on 10 carry oullrislructlons, be on the lob, and
lull1ll responslbllltlos. Meels schedules and deadllnos,reporls back to supeNlsor.
0 o polnls 0 6 polnls o 8 points o 10 points 0 12 polnls
Unreliablo. Usuallv rollablA Con,l,lonlly rollablo. Suporlor 10 normal Recognizes noeds and
Some improvement 0005 regular as wall job domands. assumos rosponsibU-
needed as spoclal assIgnments IllY boyond lob lovol.
I promptly. I
COMMENTS
SAFETY PRACTICES - knowlodgo 01 saloty practlcos. rogulatlons and appllcallon. I<ooplng tll0 work aroa
clean.
o 0 points 0 6 points o 0 polnls o 10 polnls 0 12 polnls
DIsplays unsalllaclory Some reminding Compllos with safety Compllo, wllh .0101y Promotes and prac·
salely and/or house- of proper safety rules end procedures. rulos ond procodures IIces good safoty
keepIng practices. standards ðnd Malnlalns clean, wall- and encourages others procedures. Ellmln-
procedures and/or
housekeeping organIzed wolk aroa. 10 do Ihe same. BIos safely hazards.
practices is MaIntaIns clean, well· MaIntains clean, well-
required. organIzed wolk aroa. organized work araa.
COM.MENTS
INITlATIVElMOTIVATION - soll-siaiilng abllliy to procoed with work wlihout botng told. Rocognlzes and acts on
new oppo~unlilos, strivos to loam latost developments.
0 o polnls o 4 polnls o 6 points o 8 polnls 0'10 polnls
Neods conslant usually Accepls respon- Amblllous - lakos raspon- Sell-slartor. Challlengod
supervIsIon and completes jobs slblllly lor gol11no siblllly for wolk beyond by now and dIfficult as·
Inslruct1on. with minimum Iho Job dono. rooular dUll&!. Makos 9Ug- slgnmenls. Orlglnaløs
supervision { 9sllons 10 Improvo work. Ideas and mothods.
COMMENTS
(
..
.
.'
.'
.
.
SCHEDULE Jln" - Page tl
I Unsallslaclory INeedJI~provement I Sallslaclory I vè"ry G'oÒd .I EXc'epllÒnal
JOB ATTITUDE· Amounl oicòoperallveness, Inleresl and enthusiasm shown In work. Avoids personallnflu·
ences, willingly accepls addlllonal responslblllly, accopts personal counselling and guidance,
adjusts personal IIrne 10 sallsfy needs of project.
o 0 potnts o 4 points o 6 points o 6 polnls 0 10 polnls
Atllwde ver¡ poor. Attitude needs soma Favorable all1tudo. Willlogly coolrlbulos Highly onlhuslasllc.
Improvoment. extra ertort and perseverIng, conslanUy
energy. sook. additional work.
Consclenclous.
COMMENTS
ADAPTABILITY - ability to pertorm varlely of asslgnmenls wlihln scope of job dulles arid meel changed
aneVor u~sual slluatlons.
o 0 pain Is 0 1 polnl o 2 points o 3 points o 4 polnls
Resist!! change. Usually adJusls 10 Cooslsloolly adlusl. 10 Vory adapiablo Quick 10 adjusllo ,
change. changes or new or unus· to change. changod coodlllons.
ual sltuallons enough 10
I perform work satisfactorily.
COMMENTS
INTERPERSONAL SKILLS - malnlalnlng poslllve wor1<lng relallonshlps wlih peers, supervisors, and Ihe
public, asslsllng olhers 10 aocorwllsh wol1< group objectives.
0" 0 polnls 0 1 polnl o 2 polnls o 3 points o 4 points
Uncoopora11v9 wllh Displays mInImum Cooperative wllh peers, Works woll wllh olh.". An excellenl team
others. Has an adverse courtesies and suporvlsor(s) ond Ih. An 8SSSt In fulher- workor. Highly rospocl
aHocl on work group. cooperatIon. public. Accepts construe- Ing cooperallon with od by all. Conlribulos
Frequently challenges live crIticism. Interacts others. 10 group rolallonshlps
supervisor's authorHy. woll with groups and and effectiveness.
Rudo 10 Iho publ1c. Individuals.
COMMENTS
~
.
SCHEDULE "11" - Page 5
'. TOWN OF KINCARDINE .
ANNUAL PERFORMANCE APPRAisAL SUMMARY
.. ,
INSIDE/OUTSIDE MANUAL ÀND MECHANICAL
I .., ':, ,;" , ." ':.~: ~ ::' ....',:" ' .' ..', .' . :. :. ..".... .',' '. .
¡. . . ___~__._-.:._._._u_.._
-.-.-....-- -' ._n_. --'.-.- .-.- -'--- ..--.-..-' r !
~ ~.~art.m~n~. ._" __._.__.._...__'._ ____ ._.~t Oate . . ·I¡
,- ". ..-
;; ::'Inl""00
;: __I I \.!
. C:(,!;)sif~G~.H¡ní .
I '
.._____~__..-__--._:__-..-.--..--.--.-----.J '
,'"
'." ·'·.·'-ï';r!):,>û.i! šn¡¡i·.¡ Ör\/;,":j,~ .m_·____·___,,·____·~.._:_-:_I '.
,',', .'.':' .:' ,; , \.--;-~:- -:-;-.I~::-..-_:_:_.:~"7":-:~-~_.--.,----..- p~·.r______. n_..~.·2~?O~~_.I' ' '. I
. .:'. ,..";:.,....." r r~)5(J.h I_Od) I.. ....Ir,(.. "",: ' .
I ". .,,:', \
. "''':' '" . '.
. ~', : :".' .;:~, :~. ::::{~:~f/;~ ~ .:" : .:., ',', ',':.: :': ,'" ';' ,:,::,' ::' " . :!, -.: ,::" ':': :·:J:~:.'i<, ; . , : ".,<',,;~< ':,~' ..<.:<, ',> ::,,::. ' . ~.,<,: .' ~ <:~ ..:/' .'; ~ !, ,~~ .',::: ,~'.~; ~'~" .'~,;:. :;,:.' '.::.:' '.~'::/"~:\.") " '.
·"r;:;-rop¡:¡r0rifi:¡------ .-.--.-' ---'.'
.:\-:Tt;c·---u_-,--,--- -.----.-.-.-.---.- .-...-..-.-----. --.---- -. .-. ._- \::.'.
rì~1~~I,~¡::¡::::~~~:;:::¡~?.¡:~;~;:;*:~~tm:;:.¡~:::?.:::¡:,::;:~:~;:i<.;~~r~)*~~:$,~¡,;:,~:~:,;.~.,,:~:~::;':~i::::';:m;::':;~:,;."i;;.{::,';::~;.:::~:¡:~:i::::$;:::i:~::~t::~¡:::~'''"'',;¡::::,:'.:"~:,~i:8''.,H:::;.:::::<~;.~'?~,::':::::- ;;::~:.::':':::~~:::::::."<~,~:~;:,;~~,,?.::v_"'~~:,;.::'~:~;;~;:,'~:9:,,~ ~:::::;;;_;::r~~x':;B=.r.Jfjl
CRITERIA
1. Quality of Work
2. Quantity of Work
3. Job Kf10wledge
4. Job Performance
5. Dependability
6. Safety Practices
7. Initiative/Motivation
8. Job Attitude
9. Adaptablllly
.10. Inte'r ersonal Skills
TOTAL POINrS
RATING POINTS
(max. 100)
Exceptional 91-100 points
Very Good 73 - 90 points
Satisfactory 56 - 72 points
NeedB Improyement 46 - 55 points
Unsatisfactory 0 - 45 points
.
e
SCHEDULE "H" - Page 6
EVALUATOR'S COMMENTS AND SUGGESTIONS FOR IMPROVEMENT·
EMPLOYEE'S COMMENTS AND DEVELOPMENT INTERESTS
· Prepared/Appraised by:
·
·
,
Signature:
,
Date:
This appraisal has
been discussed:
Date:
, (Signature of Employee)
Note: Signature of employee does not necessarily signify
concurrance with appraisal.
·
·
·
·
·
·
SCHEDULE 'I'
SUMMER STUDENT. SEASONAL. AND REPLACEMENT EMPLOYEE WAGES
Effective date:
January 1, 1994
Summer Student
Non-Supervisory
Supervisory
$ 6.49 per hour
7.07 per hour
Seasonal Emplovee
Non-Supervisory
Supervisory
$10.43 per hour
12.63 per hour
Replacement Emplovees
A replacement employee will be paid 15% less than step 1
on the scale of the position being replaced, for the
first six months. After six months, an increase to step
1 will be granted if work is satisfactory.
·
·
·
·
·
·
SCHEDULE "J"
EXPENSE ALLOWANCES - CONFERENCES AND CONVENTIONS
Effective date:
January 1, 1994
1 . Salary
An employee's regular salary will be paid
davs of the conference or convention. No
will be paid for hours extended outside
normal working day or for travelling time.
for the workinq
overtime salary
the employee's
2 . Meals
3.
4.
At cost, to a maximum of $40.00 per
may be reimbursed if warranted.
sufficient detail to justify the
reimbursement.
day. Unusual expenses
Receipts must be of
need for additional
Travel
By air, if more economical. If not, by rail, bus or
automobile. The rate per kilometer for use of own
automobile will be pursuant to Schedule "D" attached to
and forming part of this by-law. The corporation vehicle
will be used when available. Every effort will be made to
share rides. The least expensive mode of transportation
available will be used.
Parkin!!:
Parking fees will be reimbursed, at cost, while attending
the conference or convention.
5. Taxi and Rental Vehicles
will be reimbursed
arrangements make the
limousine is used, taxi
at cost where the travelling
use of these necessary. If a
rates only will be reimbursed.
6 . Accommodation
7.
At cost, all approved accommodation charges.
Tips and Gratuities
8 . Extraordinarv Expenses
Reasonable tips and gratuities, at cost.
9 . Costs for Companion/Spouse
At cost only if subsequently approved by Council.
10.
The Town will n~t pay the costs incurred because of a
spouse or compan~on accompanying an employee to an
approved event unless prior approval has been given by the
appropriate authority.
Entertainment EXPense
Entertainment expenses must be previously approved by the
appropriate committee or council.
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SCHEDULE 'K'
EMPLOYEES AFFECTED BY REPLACEMENT ALLOWANCE
Effective date:
January 1, 1994
Department Head/Supervisor
Replacement
Clerk
Director of Recreation
Chief Building Official
Public Works Supervisor
W.W.T.S. Chief Operator
Deputy Clerk (see note)
Facilities Manager
Building Inspector
Lead Hand - Public Works
W.W.T.S. Operator/Maintainer
Notes:
1) For the purpose of this schedule, the clerk's salary shall be
deemed to be equivalent to grade 14.
2) Replacement allowance for clerk, director of recreation and
chief building official will commence on the 3rd consecutive day of
absence.
3) Replacement allowance for public works
water treatment system chief operator will
hour worked, but only if the supervisor is
four (4) consecutive hours.
supervisor
commence on
absent for
and
the
more
waste
first
than
4) In the absence of both the public works supervisor and the
appointed lead hand - public works, the manager of public works may
appoint an alternate acting lead hand at his/her discretion.
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SCHEDULE 'L'
SHIFT PREMIUM RATES
Effective date:
$.35
a.m.
p.m.
January 1, 1994
cents per hour for all non-overtime hours worked outside
to 5:00 p.m. for outside workers and 8:00 a.m. and
for Davidson Centre inside maintainers.
8:00
4:00
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SCHEDULE 'M'
STAND·BY REMUNERATION
Effective date:
January 1, 1994
Outside Maintainers - Public Works
$ 40.00 per week if on stand-by. Stand-by to be in effect from
December 1 to March 31 annually.
Waste Water Treatment Svstem Emplovees
$ 40.00 per week if on stand-by. Stand-by to be in effect from
January 1 to December 31 annually.
Notes
1. Maximum of one waste water treatment system employee and three
public works employees to be on stand-by in anyone week.
2. The Manager of Public Works may require stand-by shifts for
outside maintainers outside the months of December to March should
conditions warrant.
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SCHEDULE "N"
TOWN OF KINCARDINE
JOB EVALUATION MANUAL
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SCHEDULE tiN" - Page 2
SKILL
Knowledge
Human Relations/Communications
Manual Dexterity
RESPONSIBILITY
Responsibility for Others
Decision Making
Confidentiality
Responsibility for Resources
EFFORT
Mental Effort
Physical Effort
WORKING CONDITIONS
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SCHEDULE "N" - Page 3
KNOWLEDGE
This factor measures Ù1e knowledge required to do Ù1e job. This may be acquired Ù1rough formal
training and/or on Ù1e job experience. Keep in mind Ù1at you are measuring Ù1e actual requirements
of Ù1e job, as perfonned at a full working level, not Ù1e qualifications of Ù1e incumbent.
Levcl I
Job tasks require li!lle or no acquired knowledge. Understanding of the job tasks and the
drganizalional procedures may be acquired in the current workplace with some "on the job
training" and observation. Job tasks may require knowledge in one functional area. On-the-job
training time to learn Ù1e major aspects of Ù1e job is usually over a short period of time.
Level II
Job tasks require some acquired knowledge. Understanding of Ù1e job tasks may be acquired
through some job specific courses Ù1rough schooling, self study, apprenticeship or employee may
acquire the knowledge/skills required to perform the function through more lengthy periods of on-
the-job training or related life experience.
Level III
Job tasks require a higher level of acquired knowledgel!.onnally obtained Ù1rough higher levels of
required sÇ<Q99ling or self-study. Understanding of Ù1e job tasks is acquired progressively Ù1rough
a combination of required job specific courses and/or lengthy work experience/training periods.
Employee may perform job tasks 'of higher complexity requiring frequent use of acquired
knowledge/skills. .
Level IV
,
,
Job tasks require some specialized acquired knowledge. Understånding of the job tasks is
acquired progressively Ùlrough completion of required schooling, and/or combination of courses
and formalized on-the-job training periods which may involve designation or certification.
Employee may be required (0 use advanced job knowledge skills on a regular basis.
Level V
Job tasks require specialized acquired knowledge. Understanding of tile job tasks may be acquired
progressively ù¡rough a combination of required highest level schooling (usually advanced degree)
and/or extensive periods of fonnalized training and observation. Job tasks may require the
application of specialized job knowledge on a continuous basis and may assist a variety of job
functions in the organization.
Note: On-the joLJ training time increases significantly as you move up the levels. You
should identify the job in your workplace thut requires the most knowledge, one that requires
the least, and a mid·lcvcl job. For euch of these jobs, determine the length of on-the-job
{r..¡nine: time to learn and nerform the job. You can .hen rate the others ae:élins( these.
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SCHEDULE "N" - Page 4
HUMAN RELA TIONS/COMMUNICA TIONS
This factor measures the interpersonal skills required by the job to listen, respond appropriately
and deal effectively with other people, such as co-workers, suppliers, the public, and outside
contractors.
Level I
Job requires courtesy to exchange routine, straight-forward information with co-workers, or
individuals outside the organization. Job does not usually involve difficult or problem situations.
Level II
Job frequently involves the exchange of straightforward information however the employee is
sometimes required to deal with unclear or imprecise requests for information and may
occasionally be required to provide information likely to be disliked by the recipient. Job requires
tact & diplomacy when dealing with members of tlle public. More difficult and/or emotional
situations are generally referred to others.
Level III
Contacts may be both witlÜn and outside the organization to provide guidance, advice or support;
to frequently deal with unclear or imprecise requests for information; or to provide instruction on
semi-complex material. Sometimes must persuade, influence, counselor negotiate to get someone
to agree to a settlement that is less than they hoped for. Frequently interacts with members or
outside contacts and often must deal with the difficult situations before they can be referred to
others. In addition to tact and diplomacy the job involves providing explanations that require
interpretation and judgement in getting someone to agree to listen to alternative solutions.
Level IV
Contacts may be bOÚI within and outside the organization to influence or to resolvc controversial
problems. Often must provide explanations likely to be disliked by the recipient; provides
instruction on complex material. Persuading, influencing, selling, counselling an¥r negotiating
is an on-going part of Úle job as contacts are regularly of a sensitive, and/or emotional nature.
Regularly deals with complex problem situations which require discretion and high levels of
persuasion and negotiation skills. Extrcmcly sensitive and volatile situations which cannot be
resolved crnl be referred to Council. I
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Note: Consider who are the contacts, what communication skills are used, the
frequency of using these skills, and the importance of each contact.
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SCHEDULE "N" - Page 5
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MANUAL DEXTERITY
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This factor measures Ù1e manual dexterity required to perform Ù1e job. Consider Ù1e muscle
movement, coordination, frequency and speed required. The ability to move fingers, hands, anns,
feet or legs nimbly and accurately, or to judge accurately Ù1rough Ù1e sense of touch, hearing, or
vision.
Level I
Job requires little or no manual dexterity. Job tasks require a variety of easy muscle movements
wiÙ1 no requirement for speed or precision.
Level IT
Job requires some manual dexterity. Job tasks require a variety of easy muscle movements WiÙ1
occasional requirement for speed, precision and co-ordination.. Examples include accessing a
computer terminal, operating equipment wiÙ1 controls on a regular, but not constant basis.
Level III
.
Job requires manual dexterity on a re2ular basis. Job tasks require Ù1e use of fine motor skills wiÙ1
a requirement for speed, precision and co-ordination. Examples include functions such as
~, operating equipment with complex controls, electronic repairs and precision
adjustments.
Level IV
Job requires a .!Jig!Llevel of manual dexterity for most of Ù1e work time. Job tasks require a high
level of speed, precision and co-ordination. Employee is required to use a high level of fine motor
skills. .
Note:
Consider the type of motor movement (easy muscle movements vs fine motor
movemcnts), the requirement for speed and precision, as well as the frequency
the skill is required to perform the job.
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SCHEDULE "N" - Page 6
RESPONSIBILITY FOR OTHERS
This factor measures the responsibility for the work activities of people in the organization who
may be co-workers, staff or people from several areas working on a lon~ tennproject together.
This factor also measures responsibility for dealing with outside contractors.
Level I
Jobs requires working alone or with others. May also be required to show or train others on own
job or occasionally provide directions to others to faciliw.te efficiency of own work.
Level II
Job requires co-ordinating work activities of group with responsibility for training/scheduling
work, providing input on perfonnance appraisal, resolving constituent-related problems.
Level III
Job requires supervising staff in a single function work unit with responsibility for recommending,
hiring/firing (according to pcrsonnel policics of the Town), cnsuring employces fully trained and
production of group. ' " "
Level IV
Job requires.managing staff in a work unit with two or more related functions. Job may have
supervisors reporting to it and is responsible for_hiri!1g1'firiJ:!g~onducting perfonnance appraisals
(according to personnel policies of the Town) and for production of group.
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Level V
Job requires managing staff in more than one work unit with diversified work functions. Job has
supervisors/managers reporting to it and is rcsponsiblc for overall results and productivity of
group.
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DECISION MAKING
This factor measures the frequency, variety and relative difficulties of the tasks required to perform
the job. Consider the degree of difficulty and the situations in which problems must be solved.
Always assume competent performance.
Level I
Tasks are straight-forward with little variation. Problems tend to be routine and standard.
Onusual situations are referred to supervisor for decision. Decisions are obvious with few
alternatives.. Responsible for the accomplishment of simple, precise tasks, within a closely
defined pattern of set procedures. Little choice of independent action or judgement.
Level II
Ta"sks allow some latitude to select how the work is done and there is some flexibility in choosing
the order of duties. Decisions are made from a number of known alternatives. Work is normally
covered by established standards, procedures or practices and new problem situations are
infrequent. Job allows some choice of independent action or judgement. Unusual problems are
usually referred to someone else. "
Level III
Work is normally covered in a general way by past practice or precedent, and requires
interpretation, modification, and variation. Tasks are varied and require decisions on what to do as
well as how to do it. Decisions are made by analysing alternative approaches within the limits
imposed by the available technology, resources and organizational constraints.
Level IV
Tasks are varied and complex; unusual or new situations occur regularly. Job requires analysis
and interpretation of data to perform duties. Judgement is required to develop appropriate
alternatives and recommend or select appropriate course of action.
Level V
The solution to work problems is difficult as Ùle problems are typically unique Work is normally
beyond ù,e scope of past practice or precedent and requires the development of new methods of
approach, work techniques and standards. Judgement is required to select appropriate course of
action. Responsible for the formulation or adjustment of plans related to a constituent part of a
major function. Responsible for the establishment of precedents involving uncertainty of
information or outcome. Frequent opportunity for independent action or judgement.
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Note:
Consider
required?
decisions.
the nature of the decisions made. Is interprctation or analyses
Are dccisions complex or routine? What is scope and frequency of the
How much independence does the job have in making the decisions.
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SCHEDULE "N" - Page 8
CONFIDENTIALITY
This factor measures the degree to which the job has access to confidential infonnation, the
sensitivity of the infonnation and the consequences should the confidentiality be broken. "_
Level I
Job has little or no access to confidential infonnation.
Level II
Job has access to confidential infonnation. Release of this infonnation would cause internal
disruption or have some impact on the Town; damage could be significant but somewhat contained
because infonnation is only "part of the picture".
Level III
Job has access to confidcntial information of major importance which, if disclosed, may be
detrimental to the organization's interests.
Level IV
Job has access to highly sensitive infonnation on key strategy which depends on confidentiality for
its success. Release of this infonnation could cause significant on-going disruption to the Town .;;.-
and would be grounds for legal action.
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SCHEDULE "N" - Page 9
RESPONSIBILITY FOR RESOURCES
This factor measures Ù1e responsibility for effective use of organizational resources. These may be
people, equipment or machinery, or money.
+ Note: Supervisory skills are not considered in this factor.
Level I
Job is responsible for carrying out tasks of own job in an efficient manner and for following
established procedures to use resources most effectively. Job may require use of machinery or
equipment and handling cash or oÙ1er fmancial transactions.
Level II
Job requires participation in maintaining and using Town resources in Ù1e most effective manner
possible. Job may involve adjusting and maintaining equipment, recommending and monitoring
budgets and~uÙ1orizing minor expenditures according to policy.
Level III
Job requires that care and diligence be exercised to recommendlauÙ1orire use of Town resources or
recommendlauÙ1orire expenditures. Job may involve making recommendations for major capital .
expenditures, seeking out cost effective and quality suppliers and sourcing most appropriate
financial institution.
Level IV
Job requires the utmost care in evaluating proposals for shifts in strategic direction which would
result in significant redeployment of a wide range of Town resources.
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SCHEDULE "N" - Page 10
MENTAL EFFORT
This factor measures mental effort or concentration. This may be the agility required for short
periods of concentration with frequent changes or the monotony of sustained concentration
required on the job. .
Level I
Job has easily learned tasks with little variety requiring some attention to detail. Little pressure or
deadlines are involved.
Level II
Job has a variety of similar tasks and is required to meet some deadlines. May involve juggling a
number of duties or pressure from working for more than one person. Moderate attention to detail
required; some interruptions; some periodic monotony.
Level III
Job is varied and requires l1!(:eting deadlines while juggling many tasks and priorities, with
frequent interruptions(or job is -monotOnous,usually a single task for sustained periods of time)
may be machine controlled, may involve constantly checking and requires concentration to focus
on tasks.
Level IV
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Job has duties which are mostly dissimilar and of significant scope, such as technical and
managerial duties. There is considerable pressure or concentration and many interruptions.
Level V
Job of the highest difficulty with a wide range of dissimilar duties requiring frequent intense
concentration. Interruptions may be continuous.
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SCHEDULE "N" - Page 11
PHYSICAL EFFORT
This factor measures the physical demands of the job, considering actual physical exertion, which usually resullS in
faligue in arms, legs, eyes, neck, etc.
Degree 1 Degree 2 Degree 3 Degree 4
Rarely Occasionally FrequenUy Continuously
<15% of the 15% - 40% of 40% - 70% of >70% of the
lime spent on lime spent on lime spent on lime spent on
the job the job the job the job
Level I
Job allows freedom of movement
with periodic sitting, walking,
standing and lifting light objeclS,
such as small office equipmen~
paper or mes. Moderale periods
of visual concenlIalion may be
required.
Level II
Job involves prolonged sitting
or standing with l\ttle opportunity
to move around pr moderate lifting
with some slIefehing, bending,
stooping or sustained periods of
visual concentration.
Level III
Job involves heavy lifting or
lifling objeclS of an awkward
size and shape with considerahle
SlrelChing, bending, crouching or
working in cramped space.
Level IV
Job involves continual physical
exertion which includes frequent
lifûng of heavy and awkward objeclS
and/or heavy physical exertion such
as pulling, pushing, slIetching,
bending, crouching for prolonged
periods of lime.
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SCHEDULE "N" - Page 12
WORKING CONDITIONS
This factor measures conditions which are a permanent part of the job and cannot be changed. The
factor considers sensory discomfort, exposure to accident and ill health (assuming all safety
precautions are being taken and personal protective clothing is being work), disruptions to
personal life due to work schedule, etc. (If shift premium is paid, do not double count.)
--
Level I
Job is performed in comfortable surroundings with occasional noise and minimal exposure to
accident or ill healÙl.
Level II
Job is performed in relatively comfortable surroundings with some limited discomfort. Area may
be noisy or there may be contacts with hostile members of the public. Job may be somewhat
isolated with little opportunity for interaction with others. Occasional out-of-town travel or regular
in-town travel may be required. Little exposure to accident or ill health. .
Level III
Job is often performed in surroundings which may involve hazardous exposure to exhaust fumes,
noise, tõXïc chemicals, temperature changes, inclement weather or frequent out-of-town travel.
Some exposure to health risk.
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Level IV
Job is frequently performed in surroundings where hazards are intense and there is frequent
exposure to exhaust fumes, noise, toxic chemicals, or temperatiire-èhanges due to inclement
weather. Exposure to h0alth risk or hazards from physical environment is greater than that in
Level III.
Notc;
Consider the nature, severity and frequency of exposure to the conditions and
hazards.
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SCHEDULE "N" - Page 13
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Towno of Kincardine
COMPENSATION STUDY
LEVEL VALUATIONS (POINTS)
SKILL
Knowledqe
Level 1
Level 2
Level 3
Level 4
Level 5
Points
28
56
84
112
140
Human Relations/communications
Level 1
Level 2
Level 3
Level 4
Manual Dexterity
Level 1
Level 2
Level 3
Level 4
EFFORT
Mental Effort
Level 1
Level 2
Level 3
Level 4
Level 5
Physical Effort
Level 1 - Degrees 1-4
Level 2 - Degree 1
- Degree 2
- Degree 3
- Degree 4
Level 3 - Degree 1
- Degree 2
- Degree 3
- Degree 4
25
50
75
100
15
30
45
60
20
40
60
80
100
25
31
38
44
50
56
63
69
75
SCHEDULE "N" - Page 14
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Physical Effort (cont/d)
.
Level 4 - Degr~e 1
- Degree 2
- Degree 3
- Degree 4
RESPONSIBILITY
Responsibilitv for Others
Level 1
Level 2
Level 3
Level 4
Level 5
Decision-Makino
Level 1
Level 2
Level 3
Level 4
Level 5
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Responsibilitv for Resources
Level 1
Level 2
Level 3
Level 4
Confidentiali tv
Level 1
Level 2
Level 3
Level 4
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WORKING CONDITIONS
·
Level 1
Level, 2
Level 3
Level 4
-2-
'-../
Points
81
88
94
100
36
72
108
144
180
24
48
72
96
120
~
15
30
45
60
10
20
30
40
25
50
75
100
NOTE: FOR PLUS (+) ADD 5 POINTS TO LEVEL ASSIGNED;
FOR MINUS (-) DEDUCT 5 POINTS FROM LEVEL ASSIGNED.
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SCHEDULE '0'
EMPLOYEES DESIGNATED AS MANAGEMENT EMPLOYEES
Effective Date: January 1, 1994
Clerk-Administrator
Treasurer
Manager of Public Works
Chief Building Official
Fire Chief
Director of Recreation
Facilities/Parks Manager
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SCHEDULE'P'
MEETING REMUNERATION - MANAGEMENT EMPLOYEES
Effective date: January 1, 1994
Management employees will get one extra week of vacation each
year in compensation for meetings that they attend during the
year. It will be requested in the same manner as any other
vacation week from the clerk-administrator and is subject to
the same rules as other annual vacation.
For bona-fide Council, board, and committee meetings which
have been duly convened and to which the individual has been
invited or authorized to attend.
Amount per meeting attended in excess of 24 per year: $50.00
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SCHEDULE 'Q'
THE CORPORATION OF THE TOWN OF KINCARDINE
SOCIAL CONTRACT PLAN
Pursuant to the Social Contract Act, 1993 (hereinafter
referred to as the "Act") in the municipalities sector, this
document constitutes the Social Contract plan (hereinafter
referred to as the "Plan") for the Corporation of the Town of
Kincardine (hereinafter referred to as the "Town"), exclusive
of the Kincardine Police Service and Kincardine Public
utilities (Electrical) and its employees as a means of
achieving the target established by the Government of Ontario
and imposed upon the Town of Kincardine.
1.
This Plan
Framework
applies to
the provisions of the Sector
the municipalities sector, and
of the Town of Kincardine.
incorporates
Agreement for
all employees
2.
This Plan is intended to meet the expenditure reduction
targets set by the Province, to be fair and equitable in
its application to all employees, subject to the
requirements of the Act, and to minimize the impact on
jobs and the services provided to the citizens of the
Town of Kincardine.
3. The provisions of the Plan do not affect pay equity or
violate the Ontario Human Rights Code.
4. Council, management and employees are directed to
implement local measures on openness and accountability.
4.1
Council recognizes and
suggestions put forward
provided opportunities for
excellent
which have
its target.
appreciates the
by the employees
the Town to meet
4.2 The Town will continue this process and institute a
formal procedure to encourage and recognize suggestions
which create additional efficiencies.
4.3 These suggestions shall be reviewed by a joint labour-
management committee who will provide their comments to
Council; such suggestions which are implemented are to
be judged for recognition by a committee of peers
representing a cross-section of departments.
4.4 Nothing in the Plan will impair the ability of the Town
to carry out its management responsibilities; and any
representation by the employees on public policy and/or
political committees is excluded.
5. The means of achieving the Town's target which is
estimated at $20,000 in each of the years 1993 and 1996
and $40,000 in each of the years 1994 and 1995 will be
met by a combination of compensation savings and
productivity and efficiency savings as outlined on the
attached Schedule "A" attached hereto.
6.
In the event that the initiatives outlined on Schedule
"A" are not sufficient to meet the Town's target in any
of the years covered by the Plan, departments will be
required to reduce their operating budgets by 1%
inclusive of any savings noted on Schedule "A".
7.
In the event that the initiatives outlined in clauses
(5) and (6) above are not sufficient to meet the Town's
target in any of the years covered by this Plan, Council
will be subject to a further 2.5% reduction in their
basic remuneration.
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In the event that the initiatives outlined in clauses
(5), (6) and (7) above are not sufficient to meet the
Town's target in any of the years covered by this Plan,
employees will only be paid their regular hourly rate
for time worked up to 42 hours per week, with overtime
rate applied to hours in excess of 42 hours per week.
For those employees whose regular work week is 35 hours,
overtime rate would be paid after 37 hours. Premium pay
for statutory holidays and Sundays will not be affected.
9. In the event that the savings outlined in clauses (5) to
(8), inclusive, above are not sufficient to meet the
Town's target in any of those years covered by this
Plan, all employees whose base earnings exceed $30,000
per year will be required to take up to 12 days off
without pay per year. Such days off to be designated by
the employer with appropriate consideration given to
employees' requests.
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8.
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10.
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11.
SCHEDULE "Q" - PlU!e 2
The Town agrees to pursue and negotiate early retirement
opportunities with employees provided that adequate
arrangements can be made with the Ontario Municipal
Employees Retirement System.
Salary
changes
ongoing
ranges will be adjusted as a
adopted by Council pursuant to
compensation/pay equity study.
result of any
the currently
12. The Town's leave of absence policy will be relaxed to
permit full consideration for employees who wish to take
unpaid leave of absence or sabbaticals.
13. This Plan meets the requirements of the Act, giving the
employees access to the benefits of the Public Sector
Job Security Fund, if necessary.
14.
15.
· 16.
17.
18.
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The Town shall, upon
information available
regulations.
financial
in the
request,
as is
make such
prescribed
The plan will be posted in Town workplaces. A
will be made available, upon request, to any
wishing one.
file copy
employee
This Plan may be appealed by any employee in accordance
with the Act.
The Town and its employees will abide by the terms of
this Plan.
This Plan and the Attached Schedule "A" constitute the
entire Plan for the Town and may be amended from time to
time by the Council for the Town after consultation with
its employees, and subject to the appeal provisions
under the Act.
. . . 3
SCHEDULE "Q" . Pa!le 3
SOCIAL CONTRACT PLAN· SCHEDULE "A"
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PRODUCTION SAVINGS
Description
411Þellation of Town Christmas party
Cancellation of Christmas turkeys
Employees pay 1/2 association dues which
carry or have the opportunity of carrying
a designation
Employees/Councillors to use Town vehicle
for seminars, conferences, meetings, etc.,
if available. If available and vehicle is
not used mileage to be paid at 12 cents/km
1993
$ 1,500
1,500
500
1994
$ 1,500
1,500
600
1,000
1995
$ 1,500
1,500
600
1,000
Pay only 1 mileage rate per conference
even if more than one employee/councillor attends -- 500 500 250
.ot copy correspondence for which
ction is not required to members
o Council
Co-operative advertising for similar
ads with' surrounding municipalities.
Town to purchase coveralls/uniforms and
supply cleaning allowance to employees,
rather than contract out the service
Staff do own legal research to reduce
professional fees
Remove printers from hardware mainte-
nance contract - repair as required
Bulk purchasing with
or surrounding mun.
other depts. and/
- sand/gravel
- office supplies
- copy paper
- cleaning supplies
~s instead of
flowers
Use single-colour letterhead
Use Town resources to spread calcium
- do not contract out
300
250
1,000
500
100
1,500
100
50
Close Davidson Centre for 10 public
holidays - only open if revenues outweigh
costs if it makes economic sense 3,000
Total productivity savings 10,300
.riPtion
625
1,000
5,000
1,000
125
1,500
1,000
400
1,000
200
800
1,000
6.000
24.750
COMPENSATION SAVINGS
1m loyee meetings held after hours
wn time
ert to basic drug plan and attempt
to co-op group ins. with other mun.
1993 1994
$
900
$ 400
2,000
625
1,000
5,000
1,000
125
1,500
1,000
400
1,000
200
800
1,000
1996
600
500
315
500
2,500
500
100
750
500
200
500
100
400
500
6.000 3,000
24,750 10,915
1995
$ 400
2,000
1996
$ 200
2,000
.. .4
SCHEDULE 'Q' - pwze 4
SOCIAL CONTRACT PLAN . SCHEDULE 'A' . Palle 2
.
COMPENSATION SAVINGS, CONTINUED
1993 1994 1995 1996
_te one crossing guard position by
attrition due to reconstruction of
Kincardine Ave.!Queen st. $2,000 $5,000 $5,000 $5,000
Reduce student help during summer by
one student in each dept., but not
below one student (with the exception
of 1993) 4,000 6,000 6,000 3,000
Building staff to conduct plumbing
inspections rather than contract out 300 1,500 1,500 750
Members of Council to incur a 2.5%
pay reduction 500 1,220 1,220 610
~e number of Council from nine
ers to seven 10.000 5.000
Total compensation savings 7.700 16.120 26.120 l6.560
TOTAL SAVINGS ~18.000 40.870 50.870 27.475
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