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HomeMy WebLinkAboutPersonnel Sub-Committee 1981 (, P-l tY . the metropolitan toronto and region conservation authority mcnutes --..-- - ----- PERSONNEL SUB-co~rnITTEE WEDNESDAY-MARCH-18-198l #1/81 --- ------ ~- The Personnel Sub-Committee met at the Authority Office, 5 Shoreham Drive, DOWNSVIEW, Ontario, on Wednesday, March 18, 1981, commencing at 9 00 A M PRESENT WERE Chairman Mrs L Hancey Members M J Breen Dr. T H Leith J. S. Scott Authority Chairman Dr J. K Reynolds Authority Vice Chairman Mra F. Ge 11 Secretary-Treasurer W. E Jones ABSENT \VAS Member C. F Kline - MINUTES The Minutes of Meeting #4/80 were presented nes ..., Moved by tirs. F Gell ".... Seconded by J. S. Sco't't RESOLVED THAT The Minutes of meeting #4/80, be amended to show Mr E V. Ko1b as being present and that same be adopted . CARRIED, LEAVE OF ABSENCE - GENERAL MANAGER Res. #2 Moved by Mrs. F Gell Seconded by Dr. T. H Le it h RESOLVED THAT The request of the General Manager for a leave of absence for sick leave purposes be discussed in camera CARRIED, Res. #3 Moved by J. S Scott Seconded by M. J Breen THE SUB-COmIITTEI: RECmnlENDS THAT The request by the General Manager for a leave of absence for sick leave purposes to be effective from Monday, Uarch 16, 1981 to Tuesday, April 21, 1981 be received with regret, approved and the Chairman advise Mr Higgs of the Sub-Committee's concern and hope that he will be well and back soon CARRIED, SALA~IES, BENEFITS, PER DIEM AND KILOMETER RATES FOn AUTHORITY MEMBERS Res #4 Moved by J. S. Scott Seconded by Dr. J. K Reynolds RESOLVED TJI/IT The report on Sa1arie~, Benefits, Per Diem and Kilometer Rates for Authority Members referred to the Personnel Sub-Conunittee b~' the Executive Conunittee be received and nppended as Appendix "A" of these minutes, nnd , THE SUD-Cml~.lITTEE RECOMMENDS THAT Noaction be taken on items (A) through (D) of the said report CARRIED, t'-~ - 2 - Res. #5 Moved by Dr T H Leith Seconded by M J Breen THE SUB-COMmTTEE RECOMMENDS THAT Items (E) and (F), of the snid report, be amended to read as follows - A travelling allowance equivalent to the prevuiling provincial rate for the round trip for attendance at meetings of the Authority, Executive Committee, Advisory Boards and Sub-Committees, nnd - A travelling allowance equivalent to the prevailin~ provincial rate for necessary travelling in conducting business of the Authority under the direction of the Executive Committee and/or the Authority, be paid, and THAT same be approved and the effective date be July 1, 1981 CARRIED, Res #6 Moved by Dr T. H Leith Seconded by J. S. Scott THE SUB-COIDlITTEE RECOMMENDS THAT Items (G) and (H) of the said report be re- affirmed with the provision that item (G) be amended to provide that the Chairman reimburse the Authority $60 00 per month towards the provision of the automobile effective from February 1, 1981 CARRIED, KIL01ITER RATE TO BE PAID TO STAFF FOR OPERATION OF PERSONAL VEHICLES ON AUTHORITY BUSINESS Res #7 Moved by Dr. T H Leith Seconded by M J Breen THE SUB-COMmTTEE RECO!.I~!ENDS THAT The kilometer rate~ to be paid to staff while using personal vehicles on Authority business be in accordance with the prOVincial prevailing rates paid for Southern Ontario, and THAT when employees are required to use personal vehicles to transport bulky or heavy equipment or to trail Authority equipment, the rate shall be the prevailing provincial rate, plus 5~ per kilometer, and THAT the Personnel Manual be amended accordingly, and THAT the effective date be April 1, 1981 CARRIED, APPOINTMENTS, TRANSFERS AND/OR PROMOTIONS TO AND WITHIN THE FULL TIME AND FULL TIME PROBATIONARY STAFF Res #8 Moved by M. J Breen Seconded by Dr T H Le it h THE SUB-COMMITTEE RECOMMENDS THAT The following appointments, transfers and/or promotions to the Full Time and Full Time Probationary Staff, be approved 1) APPOINTMENTS TO THE FULL THlE PROBATIONARY STAFF ~ Position ~ Effective Date R. P. Bonin Hydrology Technician 5 February 4, 1981 2) TRANSFERS and/or PROMOTIONS WITHIN THE FULL TIME SATFF Nllm~ Position ~ Effective Date R. Padmore Labourer - January 1, 1981 C. Read Livestock Assistant - January I, 1981 W. Meininger Exhib1 t I3uilder - March 1, 1981 J. Delle Fave Lead Hand - Mo.rch 16, 1981 CARRIED, - 3 - P-3 EMPLOYEE TRAVEL REGULATIONS Res #9 Moved by J S Scott Seconded by Mrs F 0 Gell RESOLVED THAT In view of the time constraint, this matter be deferred to a future meeting of the Personnel Sub-Committee . CARRIED, ADJOURNMENT On Motion, the Meeting adjourned at 10 00 AU, March 18, 1981 Hrs L Hancey W. E Jones Chairman Secretary- Treasurer oj . . P-4 APPENDIX "A" TO TIlE CHAInMAN AND ~lmIBERS OF TIlE PERSONNEL SUU-COMMITTEE, M T R C A , MEETING #1/81-WEDNESDAY-MAHCII-18-lD81 FROM W E JONES, SECRETARY-TREASURER RE SALAIlI F.S , BENEFITS, PER DIEM AND KILOMETER RATES FOR AUTHOHITY MDIBERS Since inceptjon this Authority has dealt with the matter of salaries, benefits, per diem and kilometer rates for Authority llcmbers on an ad hoc basis iOiofar as applications to the Ontario Municipal Board are concerned resulting in a number of Board Orders Subject to your approval, it is proposed to update and bring all approvals into one formal Board Order RECOH?IENDATION THEREFORE DE IT RECml1lENDED THAT sub'ject to the approval of the Ontario Municipal Board a) a per diem allowance of $50 00 to members for attendance at meetings of the Authority, the Executive Committee, Advisory Boards and Sub-Committees, and b) a per diem allowance of $50 00 to members Jor time spent on the business of the Authority w~en such time js spent on the said business under the direction of the Executive Committee and/or the Authority, and c) a salary of $20,000 00 per annum to the Chairman of the Authority and 100 percent of the cost of all benefits to wbicb the Au~hori~y s cnalrman would be entitled as carried by the Authority for its employees, and d) a salary of $9,000 00 per annum to the Vice-Chairman of the Authority and 100 percent of the cost of all benefits to which the Authority's Vice-Chairman would be entitled as carried by the Authority for its employees, and e) an allowance of l6~ per k~lometer for the round trip for attendance at meetings of the Authority, Executive Committee, Advisory Boards and Sub-Committees, and f) an allowance of l6~ per kilometer for necessary traveling in conducting business of the Authority under the direction of the Executive Committee and/or the Authority, and g) the provision for the use by the Chairman of the Authority of an automobile owned or leased by the Authority and the payment by the Authority of all costs in connection with maintenance and operation of the said automobile, and h) payment and/or reimbursement for meals, lodging, public transportation, conference fees, dues, and memberships and such other costs as are incurred in the conducting of business of the Authority under the direction of the Executive Committee and/or the Authority The effective date for the foregoing shall be the first day of February, 1981, and shall be subject to the provisions that not more than one per diem allowance will be paid in anyone calendar day NOTE It is recommended that if a change in kilometer rates for Authority Members is to be effected at this time, the following be substituted for Item "e" above "Travelling allowance equivalent to the prevailing provincial rate for necessary travelling in conductinR business &f the Authority under the direction of the hxccutive Committee" . - . ~ P-s tY the metropolitan toronto and region conservation authority minutes PERSONNEL SUB-COMMITTEE 1981.11.17 12/81 The Personnel Sub-Committee met at the Authority Office, 5 Shoreham Drive, Downsview, Ontario, on Tuesday, 1981.11.17:1000. PRESENT Chairman Mrs. Lois Hancey Members C.F. Kline Dr. T.H. Le i th J.S. Scott Authority Chairman Dr. J.K. Reynolds Authority Vice-Chairman Mrs. Florence Gell Staff It.G. Higgs W.A. McLean W.E. Jones T.E. Barber J.D. Agnew . Mrs. K. Conron ABSENT Members M.J. Breen MINUTES The Minutes of Meeting 11/81 were presented. Res. 110 Moved by: Mrs. F. Gell Seconded by: J.S. Scott THAT the Minutes of Meeting 11/81 be adopted as if read. CARRIED1 JOB EVALUATION AND CLASSIFICATION LEVEL SYSTEM -Report of Special Task Force Res. III Moved by: Dr. T.R. Leith Seconded by: J.S. Scott THAT the report and recommendations of the Special Task Force on Job Evaluation anc Classification Level System, dated November 1981, as attached as Appendix 'A' of these Minutes, be received; AND THE SUB-COMMITTEE RECOMMENDS THAT the recommendations as set forth herein be approved: (a) !!! Authority jobs be classified in one system1 (b) a combined Job Classification and Job Ranking System be adopted; (e) the classification system for all Authority employees be based on: Categories Groups Levels Regular Staff General Office 5 General Field 4 Technical/Professional 4 Supervisory/Management 5 . . Supplementary Staff Contract/Seconded * Program * I Service * *Jcbs ranked and/or listed - ~ p~ - 2 - (d) job descriptions be prepared for all jobs and include compensable factors7 (e) the consideration of total job worth be based on four compensable factors: - knowledge - judgement (decision-making) - accountability - contacts (f) a consistent structure, reporting relationships, and grouping of tasks, be established to ensure a consistent approach amongst divisions7 (9) all job titles be reviewed for consistency amongst divisions, and relate to duties and responsibilities7 (h) the levels of responsibility, which impact on scope, decision, and accountability, be - Division - Program - Program Management unit - Activity (i) job rates be established for each level and that the basis for the job rate be market, as determined by external comparisons with the Regional Municipalities of Durham, Peel, and York, and Metropolitan Toronto, the area Municipalities of Vaughan, Markham, and North York, and the Ontario Ministries of Natural Resources and Culture and Recreation (j ) the job rate be the maximum of the pay grade, and that staff be able to reach the job rate within a specified period of time, subject to satisfactory performance 7 (k) incremental increases be steps between minimum and maximum, separate from economic adjustments, provided on the employee's job anniversary date, and that the number of stP.ps be based on the period of time required to reach full job competency and the benefit to the organization of retaining competent and experienced staff; (1 ) incremental increases be based on satisfactory performance, as determined following an employee's job performance review, and relate to the employee's growth to full job competency (job rate), with such increases withheld until performance is satisfactorY7 (m) economic adjustments be applied to the complete salary and wage schedule annually, effective at the beginning of the pay year7 (n) the difference between minimum and maximum (job rate) be 10% for General Office, General Field and Levell of the Technical/professional Group, and that three steps of salaries or wages be established (entry, midpoint and job rate) 7 (0) the difference between minimum and maximum (job rate) be 20% for Technical/Professional Group - Levels 2, 3 and 4 and Supervisory/Management Group with five steps from minimum to full job competency being established (entry, step 2, midpoint, step 4, job rate) 7 (p) the total compensation package, including housing, vehicle, clothing, food and accommodation, be considered when establishing salaries and wages7 (q) "merit increases" beyond job rate not be incorporated into the system at this time7 (r) a staff complement (a listing of all regular staff positions, with classification levels) for all regular staff be established7 (8) the General Manager appoint a Special Staff Committee for a one-year period, to advise the General Manager on all matters related to classification and compensation and to establish and recommend consistent administrative procedures. CARRIED7 -.... -3- P-I Res. 112 Moved by: Dr. T. H . Le i th Seconded by: J.S. Scott THAT a vote of thanks be given for the work done by those who served on the Special Task Force. CARRIED; ORGANIZATION STRUCTURE - WATER RESOURCE AND DEVELOPMENT CONTROL Motion Moved by: J.S. Scott Seconded by Dr. T.H. Leith THE SUB-COMMITTEE RECOMMENDS THAT the Development Control Staff be integrated with the Water Resource Division, and the Head, Development Control, be responsible to the Administrator of the Water Resource Division. ON A TIED VOTE, THE MOTION WAS----------------------------------------NOT CARRIED; IT WAS AGREED THAT the report regarding Organization Structure - Water Resource and Development Control, together with the recommendation having regard to the proposed integration of the Development Control staff with the Water Resource Division which was not adopted by the Personnel Sub-Committee, be forwarded to the Executive Committee for consideration at Meeting #20/81 scheduled for 1981 11.25. Res. #13 Moved by: Dr. T.H. Leith Seconded by C.F. Kline THE SUB-COMMITTEE RECOMMENDS THAT the staff be directed to prepare a position description for a Senior Enforcement Officer, responsible to the Head of Development Control, with responsibility for recruitment, training, and supervision of the Enforcement Staff. CARRIED; RESIGNATION OF ADMINISTRATOR, WATER RESOURCE DIVISION Res. #!4 Moved by Mrs. F. Gel! Seconded by C. F. Kli ne THAT the resignation of the Administrator, Water Resource Division, be accepted with regret. CARRIED; Res. US Moved by: Dr. J.K. Reynolds Seconded by: C. F. Kli ne THE SUB-COMMITTEE RECOMMENDS THAT the staff recommendation regarding the filling, effective 1982.01.04, of the position Administrator, Water Resource Division, be deferred; THAT the staff be requested to review the organization, work-load, and staff capabilities of the Water Resource Division and related activities to determine if any improvements in staffing, economies, and efficiencies could be effected; AND FURTHER THAT the recommendations of the staff be put before the Personnel Sub-Committee as soon as possible. CARRIED; AMENDMENTS TO PERSONNEL MANUAL -Travel Regulations (Page B-5 Employee policies & Regulations) -Payment of Tuition Fees (Page B-9 Employee policies (, Regulations) Res. 1116 Moved by Mrs. F. Gel! Seconded by: J.S. Scott THE SUB-COMMITTEE RECOMMENDS THAT "Travel Regulations", as attached as Appendix 'B', and "Payment of Tuition Fees", as attached as Appendix 'C' , be approved; AND FURTHER THAT the Personnel Manual be amended accordingly. CARRIED; . - ~- P-8 -4- NEW BUSINESS Res. U7 Moved by Mrs. F. Gel! Seconded by: Dr. J.K. Reynolds THE SUB-COMMITTEE RECOMMENDS THAT Remembrance Day be a designated holiday for the staff of the Authority~ AND FURTHER THAT the Personnel Manual be amended accordingly. CARRIED~ ADJOURNMENT On motion, the meeting adjourned 1981.11.17:1325. Mrs. Lois Hancey W.E. Jones Chairman Secretary-Treasurer KC. . ~ . APPENDIX "A' P-9 REPORT OF THE SPECIAL TASK FORCE on JOB EVALUATION AND CLASSIFICATION LEVEL SYSTEM November 1981 ~ ~ , " the metropolitan toronto and region conservation authority 5 shoreham drM3 daNrsvteN ontano m3n 1s4 (416) 661 6600 10 TABLE OF CONTENTS Page A. Introduction 1 B. Existing Authority Evaluation System 2 C. Decision-Band Method of Job Evaluation 2 D. Task Force Objectives for a Job Evaluation System 3 E. Standard Methods of Job Evaluation 4 F. Selection of the Proposed System 6 G. Job Evaluation Terminology 7 Chart - Categories and Groups 10 Regular Staff General Office 11 General Field 12 Technical/Professional 13 Supervisory/Management 14 Supplementary Staff Contract/Seconded Staff 15 Program Staff 15 Service Staff 15 H. Salary Survey 16 I. Other Compensation Considerations 17 J. Financial Implications 18 K. Administration 19 Compensable Factors - Chart 22 Summary and Recommendations 23 P-ll A. INTRODUCTION At Personnel Sub-Committee Meeting #3/80, held December 8, 1980, the following resolution was adopted: -Res. #20 THE COMMITTEE RECOMMENDS THAT the report of Woods, Gordon under date of December 8, 1980 be received; and that the staff be directed to: (a) Review the report and recommendations; (b) Prepare and recommend an improved system of job evaluation; a~ (c) Prepare and recommend an improved classification levels and wage system." By memo of 1981.05.27., a Special Task Force was appointed by the General Manager to implement this recommendation. The Task Force was comprised of T.E. Barber, Chairman, J.D. Agnew and A.C. Deans, Members. The Task Force established a work program to span the period from June to October 1981, including the following activities: 'a review and analysis of the existing Authority classification system; 'a review and analysis of the Decision Band system proposed in 1980 by Woods, Gordon; 'an identification of the Task Force's objectives for a job evaluation system; 'a review and analysis of the types of job evaluation systems commonly used; .the development of a proposal to evaluate all positions; 'a survey of comparable salary data through interview with municipal and provincial personnel staff; 'an identification of other forms of compensation; 'a recommended 1982 Salary and Wage Schedule; .the preparation of implementation and administration recommendations. This report details findings of the various stages of the work program. 12 - 2 - B. EXISTING AUTHORITY EVALUATION SYSTEM The Authority currently employs a twelve level classification system which has been in place for approximately ten years. This system was reviewed by the Task Force to identify its strengths and weaknesses and the following conclusions reached. 1. The system was an attempt to classify salaried employees and was useful for a number of years. 2. The present classification level system only applies to a portion of the Authority's employees, generally those salaried, full-time positions. Hourly, part-time and seasonal employees are not addressed by this system and, as a result, these staff have felt separate from those included. 3. While there are twelve levels in the present system, no positions are classified in levels one, two or nine. This appears to have been due to the perceived need to pay more for certain jobs and, therefore, the reclassification of jobs upward to a higher pay grade. The long-term effect has been to "compress" the system to ten levels, with a gap between eight and ten, raising compensation at the lower end, but not making comparable adjustments at the top levels. 4. The class descriptions are very sketchy. It is, therefore, difficult for staff to clearly understand their assignment to a specific level. It is also possible for new positions to be classified in any of a number of categories depending on the individual assessment of the supervisor. Inconsistency has developed amongst divisions, as little regard has been given to comparisons to positions in other divisions in classifying new positions or reclassifying existing ones. 5. Classification level descriptions do not refer to compensable factors (such as expertise/skills) and result in subjective placement of new positions on the basis of supervisor's perception of "job worth", as also discussed in No.3. The result of classifying positions is to place them within certain pay grades. Pay grades within the present system and problems identified in this connection are discussed in Section H, Salary Survey. C. DECISION-BAND METHOD OF JOB EVALUATION In 1979, the Authority identified a need to review and assess its management systems. Hickling, Johnson Consultants were employed and recommended that Authority positions should be subject to a new system of job evaluation. In 1980, the Authority employed Woods, Gordon to prepare an evaluation of Authority staff positions utilizing the "Decision- Band Method". The Task Force reviewed this type of system and the resulting position classifications and identified the following. . ~ - 3 - P-13 1. The Woods, Gordon study updated a large number of position descriptions and increased internal awareness of job tasks. 2. The study identified that Authority "job rates" are generally not at market. 3. The system employs a single compensable factor, decision-making, as the main criteria of determining job worth. All other factors, normally considered in evaluation systems, are either subordinate considerations or are not recognized. 4. The system did not attempt to classify all positions, but dealt largely with those included in the existing Authority salaried staff (#120). The majority of hourly, part-time and seasonal staff were still not integlated into the proposal (#460). 5. The resulting system defined a large number of levels (22) which were difficult for staff to clearly understand their assignment to a specific level. \ 6. The position descriptions prepared to enable evaluation, described job tasks rather than addressing compensable factors (eg, knowledge/skill, accountability) and resulted in classification based on discussion rather than on information provided from the descriptions. While this is not unusual, it does make job evaluation more subjective. In carrying out the Salary Survey, the Task Force also discussed job evaluation methodology with municipal and provincial staff. While many different types of systems are employed, no other organization contacted utilizes a single factor analysis to evaluate II job worth II. It was stated by all contacted that factors other than decision-making were included in their job evaluation systems. D. TASK FORCE OBJECTIVES FOR A JOB EVALUATION SYSTEM Early in its work, the Task Force adopted as its overall objective, the following: to establish a system of equitable internal relationships for all positions within the Authority. The Task Force identified the following objectives: 1. To classify all Authority positions; 2. To provide a consistent measurement of all jobs in order to eliminate individual bias and to enable evaluation of all positions through the objective consideration of total job worth. 14 - 4 - 3. To ensure a consistent approach amongst divisions in establishing "structure", reporting relationships and job titles. 4. To be understandable to all employees by providing sufficient detail to explain the placement of any position at a specific level within the system. S. To enable implementation and ongoing administration so that inconsistency does not develop over time. In addition to reviewing internal relationships, the Task Force undertook salary/wage comparisons with related external organizations in order to recommend competitive compensation. E. STANDARD METHODS OF JOB EVALUATION The Task Force reviewed the standard methods of job evaluation used by organizations to assess internal job equity. In this area, the better known sources, as identifed in discussion with personnel staff, are: - D. W. Belcher: Compensation Administration; - M.L. Rock: Handbook of Wage and Salary Administration. There are four major methods of job evaluation: Nonquantitative - Job Ranking - Job Classification Quantitative - Factor Comparison - Point Factor In discussing the use of any method, the first step common to all is the requirement to have good job data based on up-to-date job descriptions. This, in part, was provided by the Woods, Gordon study. 1. Job Ranking Method This method ranks jobs in the organization from the highest to the lowest. Jobs are initially considered by each department and then all departmental rankings are dovetailed. Separations, or break points, can then be used to establish grouping into grades or classes. This is the simplest method of job evaluation and the easiest to explain. In order to utilize this method, good job data is required to enable those ranking jobs to apply standard criteria. It is also necessary to clearly establish the specific compensable factors being considered so that a fair comparison is being made and individual bias is eliminated. - 5 - P-1S 2. Job Classification Method This method involves defining a number of classes (groups or grades) and fitting the jobs into the appropriate class. After obtaining good job data, jobs are separated by type. The compensable factors to be considered are identified, class descriptions are prepared and jobs classified. This method is often used in conj"nction with job ranking. Once jobs are ranked and separation/break points established, the characteristics of the resulting groups are described as levels. 3. Factor Comparison Method This method compares one job to another, one factor at a time. Job descriptions are written in terms of the compensable factors being considered, then "key" or "benchmark" jobs are selected and ranked. Wages/salaries are apportionned to each factor on the basis of its importance relative to that position. Factor rankings are then compared to wage/salary distribution to verify accuracy. True "key" jobs will show equal rank for factor importance and wage rate. This method is extremely complex, difficult to explain and requires that "key" jobs have valid wage/salary rates in terms of all internal comparisions. 4. Point Factor Method This method breaks down each job into several compensable factors, scores each factor and then adds all factor scores to obtain the value of the job. After collecting good job data, compensable factors are selected and defined in detail. Factors are then broken into divisions or degrees so that raters can evaluate the amount or level of a factor in each job. Factors are generally weighted to correspond to the relative importance of the factor to the organization. Point values are then assigned on the basis of: factor points being equal to the weight the factor is given by the organization and degree points representing the division of the factor points into the number of degrees within the factor. A job evaluation manual is then prepared and jobs are rated. While this type of system establishes a stable rating scale, it is difficult to develop and, often, to interpret. One or more of the above methods are used by each of the organizations interviewed by the Task Force. The only one not frequently used is the Factor Comparison Method, probably due to the difficulties in identifying true "key" positions and in the complexity of the comparisons. L6 - 6 - It should be noted that in the municipalities surveyed job evaluation was used largely for non-union staff. Unions and management generally establish the relative worth of jobs within the bargaining unit(s) through negotiation rather than through the application of formal job evaluation. All of the groups interviewed have a unionized staff component. F. SELECTION OF THE PROPOSED SYSTEM After discussing the various ways by which positions could be evaluated, the Task Force determined that a combined job ranking/ classification method could satisfy the needs of the organization. In order to evaluate positions, the first step was to define what it is that the organization is paying for, that is, what compensable factors should be considered. The Authority is an autonomous, special purpose body charged with responsibilities relating to conservation, restoration and management of renewable natural resources. As such its staff complement is comprised of positions requiring specific skills in professional/technical/administrative areas as well as the support staff necessary for the operation of any organization. The Task Force determined that four compensable factors should be assessed in evaluating the jobs performed by Authority staff. These factors are summarized, in chart form, on page 22 and are Knowledge/Skills; Judgement/Decision-Making; Contacts; and Accountability. These factors describe the characteristics of position. In choosing to employ an individual certain other Aselection criteria" are employed, however, these are not addressed in this report. In establishing a system the Task Force identified two categories, regular staff and supplementary staff. Regular staff were separated into four groups: - General Office - General Field _ Technical/professional _ Supervisory/Management The purpose of this was to enable individual positions to be evaluated on the basis of comparisons to similar positions. A general group description was prepared for each of the above and forms the preamble to the discussion of the group in Section G. Jobs within each group were then ranked on the basis of the evaluation of compensable factors characteristic of the job. This resulted in a number of levels within each group. The factor characteristics for each group were then summarized and level descriptions prepared. . - 7 - P-17 This work addressed the Authority's regular staff and it was necessary then to perform a similar exercise with respect to supplementary staff. Three groups of supplementary staff have been identified. - Contract/Seconded Staff - Program Staff - Service Staff These groups represent all employees not included in the Authority's regular staff. G. JOB EVALUATION TERMINOLOGY The following terms are used in the proposed system and are provided here for clarification. 1. Authority Staff All personnel employed by the Authority and falling into two categories, regular or supplementary. Regular Staff All personnel employed on a regular work week (35 or 40 hours) and on a year-round basis. These personnel form the estab- lished regular staff complement of the organization and are eligible for all benefits. A probationary period may be required. The four groups of Regular Staff are: - General Office - General Field - Technical/Professional - Supervisory/Management Supplementary Staff All personnel employed on a part-time, seasonal or contract basis and not included in the regular staff complement. Personnel are not employed on a regular work week, year-round and are eligible for partial benefits. The three groups of Supplementary Staff are: - Contract/Seconded Staff - Program Staff - Service Staff 2. Supervision Given Where an employee exercises some control over the work of others, this is frequently called supervision and the individual referred to as a supervisor. In personnel te rms , two aspects of this function are evident, supervision and group leadership. . 18 - 8 - Supervisor A person held responsible for all the functions of a formally recognized unit of organization at any level, whose duties include planning, organizing, coordinating and controlling work, with authority to deal with personnel matters (discipline, employee performance appraisal, salary recommendations). Group Leader A person who provides guidance to two or more fellow employees, performing similar tasks with other group members, allocating daily assignments, checking completed work, but not having authority to deal with or decide on personnel matters. 3. Supervision/Direction Received The majority of staff perform their tasks under some degree of supervision or direction, as follows. (a) Works under Supervision In accordance with established procedures and clear instructions, having very limited choice of action. The supervisor is readily available to deal with all non-routine matters. Work consists of a series of tasks with regular review. ( b) Works under General Supervision W cth considerable functional independence as in many "journeyman" level clerical, secretarial and professional positions. Unusual problems referred to supervisor. Work consists primarily of tasks, with an occasional requirement for project work of a minor nature. The supervisor is not concerned with work details, but may make monthly or quarterly review of abilities. (c) Works under Direction In accordance with generally accepted standards and with agreed objectives on overall requirements and timing. Assignments reviewed for adherence to objectives and technical soundness. Project work of relatively short duration and, with ongoing tasks, subject to yearly or more frequent (six month, quarterly) review. (d) Works under General Direction In accordance with operating policy directive and ag reed objectives. May involve coordination with work of other departments to achieve policy implementation. Projects may extend over more than a year. Ongoing tasks subject to yearly review, but results of decisions may not be fully apparent for two or three years. . - 9 - P-l.~ 4. Contacts The nature of job contacts contain three elements, frequency, level and purpose. The first two are reasonably clear. In discussing "purpose of contacts", the following are the th re e levels involved. (a) To exchange readily available information; routine matters; including the exchange of information not requiring interpretation or application to new situations; asking or answering standard questions. (b) To obtain or disseminate information that is non-standard; non-routine matters; applying policy to new situations; knowing questions to ask or discussing organi;ation policy. (c) To resolve problems; getting someone to do something. Reference is also made to the "work unit." This is defined as the physical area in which the job is performed. 5. Levels of Responsibility To assist in understanding the scope and impact of decisions made and the accountability attached to a position, the following terms have been used. These are based on the hierarchy of concerns which are addressed by various levels within the organization. (a) Division A unit of organization responsible for a number of "like" programs, eg, Water Resources Division has responsibility for programs dealing with water resources and certain related land management concerns. (b) Program The Watershed Plan established ten programs, functional areas of responsibility, eg, Flood Control. (c) Program Management Unit Each of the organization's programs are implemented by the adoption of projects, generally covering a component of a program, eg, regulation administration is a program management unit of the Flood Control Program. (d) Activity Discrete tasks to implement a program management unit, eg, field inspection. . . N 0 . All I\Uthor1tv Staff I l Reqular Staff Supplementary Staff All penonnel cooployed 'un a reqular work All personnel employed on a part-tl.., week (35 or 40 houral and on a year-round eoaaonal or contract basis and not bas 1s Theso personnel form the established included in the regular ataff reqular sUff cOIJplement of the orq4nlzatioo complement Personnel arc not e!ll.ployec and are ellqlble for all benefits A on a regular work vcck, year-round anc probationary period may be required are eliqib , (or partial benefit. I I I I r I I C<!neral Off I"" General field TechnlcAlI ~upcrv,"oryl Contraet'Seeonded PrOQram Staff Servlc.. Staff Profe9siona 1 H.,nag(>lIlcnl__ Includes all Includes all labour Position.' in this positions within this Positions In this Posl t Ions in th IS grous Position. In thl. secretarial cl..ri- and vocational group ~rform tanka group arc rC8(JOnolble group pcrfor~ tasks arc C!'mplo~'cd on a part group include eal and vocational field positlons requiring 6pcclal- for the ,,!location of rl'CJuirinq spccial- tiJr.~ or seasonal b~BiB part-time or of f lce PO!! 1 tion. perforl'lln; the zed techn1cal or staff and materiol izcd technical, and Drc hourly-rated or season. I position., rertor;:l1n~ the orqan1zatlon S profc::is lanaI sk.ills. rczourCCB to implemont pro (esalonal, !Iuper- receive a pl1r diem. pa1d .Jt an hourly organlzatlon . dally/weekly opera- generally ga1ned projects or progralrls of y isory or management T11C6~ sta[f delIver the rate and ~r(orlu", dally/,weckly tional functlons t h rou9 h pos t second the orljanization AU s~1118 In order to Authority S IJroyrams dally operdtlonal opcrat lanaI Some suverv 150ry/ ary tc.11nlng at a posltions cellUlrl! carry out a specific involving cont.Jct with activit1eB under functlofls Sol>e group leadershlp collcye or Un1YCr- specific "klllsl us~ within a tl",e public or carry oul 8uperv is 10n sup~rvlsory/group tasks may be per- Slty If'vel knowleJqe g.:lln('d .pecU hd tI.... tl.!chn1cal work. or positions require leaJerstllp tasks forn.ed however, positIons may through elluc,ltion and frAme. studIes, as requ1red baSiC skills arid Ilay be performed, these represent lesl include some supcr- related work cltpcrience. SpeCIal ized Skl115 or the ability to I however these than half of the jot visory/qroup lcoder- l'he lJl.l)Or Job ta'lks train1ng arc required achieve proficiency represent less than tll:'1e The majority ship tasks ho..ever. relate to the !fl.)l1agcracnt (not usua ily rcqu 1 r 109 af ter ,jI short .... holt of the Job of the job tasks these repre8cnt IC~~ of 4 work unlt 1'hc8C college or un1versity tra1ning pt'riod 0 tlmc The majority relate to utIlizing than hal f of the )0 pO:J i t 10"9 ill'c graduat10n) Group Th(,:Sf! (Y.>81 t 10ns of Job time relate. the varlOUS skill. time The ~a)ority accountdble (or the weld l~~d(,:rfihip or super- per lorl'Q rout int." , to utl11zing the acqulre~ through of the Job t It:\C of others and error if_ v1sory rcsponsib1liticIl support serv lCe- I .arlOUS skills educatlon, training relates to utillzlnq dccislons m.1y affect the may be part at tho tasks "'aqcs ilre gained through and/or ...per1enc. the val" JUS skill. abllity of subordlr.atC's pas 1 tlon but represent determlned on lhe education, training qa1ned throuqh edu- to perform. efficiently, less than half of the baS1S of Internal ond/or experienc.. ca t. ion and or I'l'IdY al feet tho tiafQ~l Job tIme Wages tor relatlonshlps and experience of others or may a(fect these posltlons are market comparIson.. tho Implomentat 10n of determined on the buit Job descrlptlons programs of i.nternAl relation- w111 be prepared .nlpa and mark.et. and wlll relate to compArison. the Genera! OfflCtl 5 Len10 4 lAve 10 4 IAv..1o 5 Lev..l. and Generol r1..14 Vroup.. . . . . , . p-~~ REGULAR STAFF General Office - Includes all secretarial, clerical and vocational office positions performing the organization's daily/weekly operational functions. Some supervisory/group leadership tasks may be performed, however, these represent less than half of the jOb time. The majority of job time relates to utilizing the various skills gained through education, training and/or experience. GOl - These positions require basic skills (e.g. spelling, grammar, arithmetic) and the ability to operate standard office equipment (e.g. calculator, switchboard). These skills are generally obtained through some secondary school and a short training period not normally requiring previous work experience. Contacts are frequent, but generally limited to the work unit for the exchange of routine information. Decision-making relates to problems involving a small number of alternatives, limited complexity and little uncertainty Work is subject to check by, supervisor or is self-checking. Impact of error is limited, requiring repetition of task. G02 - These positions require somewhat more advanced basic skills than GOl and may require profici~ncy in specialized office equipment (e.g word processor). To achieve the required proficiency it .is generally necessary to have directly related work experience or training beyond secondary school. Contacts by these positions are frequent both within the work area and external with customers, vendors and staff of other organizations for the exchange of routine information Work is performed under regular supervision and decisions involve little complexity and limited uncertainty with some simple analysis Positions may perform group leadership tasks within work unit (e.g. peer staff orientation). The impact of error is generally limited to the work unit. G03 - These positions require skills generally gained through secondary school or through some business or vocational training and directly related work experience. Contacts by this group are frequent within the work unit and also external with customers, vendors and staff of other organizations for the exchange of routine information. Decisions rela~e to varying problems requiring analjcic and some ~rial and error Work is performed under general supervision and some group leadership tasks may be performed. Errors may impact daily work of others. G04 - These positions require skills generally gained through post-secondary school business or vocational training and directly related work experience. Contacts by these positions may involve purchase/sales as well as the exchange of nonroutine information. Decisions may involve prOblem analysis, including both choosing from available information and/or estimating from incomplete information Tasks are performed under general supervision. Error by these positions may not be readily detected and may result in financial loss, within accountability limits, affect prestige of organization, or affect efficient operation of the activity. GOS - These positions require skills related to the operation of highly specialized office equipment generally acquired through community college graduation and directly related work experience Contacts are frequent, to the management level, and involve the exchange of nonroutine information Tasks are performed under general direction and may involve some supervisory responsi- bilities. Decisions may involve choice from amongst alternatives (e.g. method of performing task related to evaluation of problem) and involves advice to other staff based on specialized expertise. Responsible for specialized function, therefore, error may result in financial loss, within accountability limits, or affect efficient operation of the activity. . I \ - 12 - I 22 I General Field - Includes all labour and vocational field positions performing the organization's daily/weekly operational functions. Some supervisory/group leadership tasks may be performed, however, these represent less than half of the job time. The majority of the job tasks relate to utilizing the various skills acquired through education, training and/or experience. GFl - These positions require basic skills (e g grammar, arithmetic) and the ability to operate standard field equipmcnt (e.g. powcr tools, tractors, trucks). Thcse skills are generally gaincd through some secondary school and a short training period not normally rcquiring prevlous work experience. Contacts are frequent, but generally limited to the work unit for the exchange of routine information. Decision-making relates to problems involving a small number of alternatives, limited complexity and little uncp.r.tainty. Work is performed under supervision or is self-checking. Impact of error is limited, requiring repetition of task. GF2 - These positions require somewhat more advanced basic skills than GF1 generally gained through secondary school and a period of directly related work experience. Contacts are frequent both within the work unit and external with c stomers, vendors and staff of ot~er organizations for the exchange of routine information Work is performed under general supervision and decisions involve little complexity and limlted uncertainty with some simple analysis P~sitions may perform group leadership tasks within work unit (e.g. staff orientation, crew leader) The impact of error is generally limited to the work unit and may affect the safety of others. GF3 - These positions require skills generally gained through secondary school or vocational training plus directly related work experience. Preference may be given for trade certification Contacts may involve purchase/sales as well as the exchange of nonroutine information. Decisions may involve problem analysis, including both choosing from available information and/or estimating from incomplete information (e g. drawing up a work schedule) Tasks are performed under general supervision Error by these positions may not be readily detected and may result in financial loss, within accountability limits, affect prestige of organization, affect efficient operation of the program management unlt or affect the safety of others. GF4 - These positions require highly specialized skills acquired through secondary school or vocih ional heain ~'g iad an apprenticeship period resulting in certification. Contacts are frequent and for the exchange of nonroutine information Tasks are performed under general dircction and may involve some supervisory responsibilities Decisions may involve choice from amongst alternatives (e.g. method of performing task is related to evaluation of problem) and involves advice to other staff based on specialized expertise Responsible for specialized function, therefore, error may not be readily detected and may result in financial loss, within accountability limits, affect efficient operation of the activity, or affect the safety of others. I I ~ . I I - .lJ - i P-.l3 I Technical/professional - positions in this group perform tasks requiring specialized technical or professional skills, generally gained through post secondary training at a college or university level. Positions may include some supervisory/group leadership tasks, however, these represent less than half of the job time. The majority of the job time relates to utilizing the various skills gained through education and experience. TPl - These positions require a basic understanding of technical principles generally gained through college or university courses in a specific area and enabling job proficiency after a short training period Contacts are frequent within the work unit as well as external with the public and staff of other organizations for the exchange of routine information Decision- making requires problem analysis and application of skills to a limited $' ~ number of variables under supervision. Errors may affect daily operations within work unit and impact on work of others. TP2 - These positions require a knowledge of technical principles generally gained through college or university graduation plus directly related experience or specialized post graduate training Contacts ~re frequent both Nithin and external to the organization for the purpose of exchanging nonroutine information. Decision-making requires choosing from available information and estimating from incomplet~ information, including choosing from amongst possible alternatives work is performed under general supervision and may include some group leadership responsibilities (e g. training, assisting other staff), Positions are responsible for a unit of work, therefore, error may not be easily detected and may impact on implementation or effectiveness of the program management unit. TP3 - These positions require a wide understanding of the principles and applications of technical topics generally gained through college or university graduation and some related work experience Contacts are frequent both within and external to the organization for the exchange of nonroutine information Decisions relate to nonlinear problems involving the interaction of multiple variables (e g recommending storm sewer capacity, predicting impacts on biological communities). Tasks are performed under general supervision and some group leadership or supervisory tasks may be performed (e.g seasonal staff on a project basis). These positions are generally responsible for implementing a specific component of a program or project. Results of decisions may result in long-term impact on program/program management unit effectiveness. TP4 - These positions require an understanding of complex principles of specialized technical topics and their application in policy implementation generally gained through university graduation or professional accreditation and a number of years of directly related experience Internal and external contacts for the exchange of nonroutine infornation are direct and regular at the management and professional level and with the public Tasks are performed under general direction, are related to policy implementation and may require coordination with the work of other divisions These positions may provide advice to management based on specialized expertise. Decisions may result in long-term impact on program/program management unit effectiveness. . I , I 24 - 14 - I Supervisory/Management - Positions within this group are responsible for the allocation of staff and material resources to implement projects or programs of the organization. All positions require specific skills/knowledge gained through education and related work experience. The major job tasks relate to the management of a work unit. These positions are accountable for the work of others and error in decisions may affect the ability of subordinates to perform efficiently, may affect the safety of others or may affect the implementation of programs. SMl - These positions require basic technical/vocational and administrative skills generally gained through college or university training and related super- visory experience Internal contacts are division-wide; external contacts are with the public and staff of other organlzations for the exchange of routine information Decisions require problem analysis including choosing from available information, estimating from incomplete information or choosing from amongst alternatives Tasks are performed under general direc- tion and relate to program management unit implementation on a daily basis. Major tasks relate to allocation of staff and financial resources to perform daily operational functions Error may result in financial loss, within accountability limits, or affect program management unit implementation. 5M2 - These positions require practical knowledge of the basic principles and applications of technical/administrative topics generally gair=d through college or university graduation and directly related supervisory experience. Contacts are organization-wide and external with the public, customers, vendors and staff of other organizations for the exchange on nonroutine information. These positions may coordinate the work of SMl level. Tasks are performed under general direction and involve the allocation of resources amongst the operating units of level SMl. Error may affect operations and result in financial loss, within accountability limits, or impact effectiveness of program management unit implementation. 5M3 - These positions require a wide practical understanding of the principles and applications of technical/administrative topics generally gained through university graduation or professional accreditation and directly related supervisory experience. Internal and external contacts a~e frequent and direct, to the management level, for the exchange of nonroutine information. Work is performed in accordance with operating policy directive, with agreed objectives and may require coordination with the work of other divisions. These positions are generally responsible for a program management unit including the allocation of staff and material resources. Error may affect program implementation and/or result in financial loss, within accountability limits. 5M4 - These positions require an understanding of complex principles of specialized technical/administrative topics generally gained through university graduation or professional accreditation togethBr with progressively responsible management experience Contacts are frequent and direct, both internal and external, to the professional and management level and with the public to exchange nonroutine information and resolve problems. These positions are the program managers, determining what is to be done to implement program goals and objectives and having input into program policy development. These positions implement programs through the allocation of staff and resources amongst projects and require coordination with work of other divisions Error may result in substantial loss and/or long-range impact on program effectiveness, including credibility of program. 5MS - positions in this group are responsible for the overall organization and management of the programs of the Authority, including the allocation of existing and proJected financial and material resources amongst programs. Responsible for the formulation and recommendation of policy to the Boards and Committees of the Authority. All positions require a high level of technical/professional/administrative expertise gained through education and extensive directly related work experience. NOTE: The Task Force does not see all positions in SM4 or SMS groups as being at one level. Discussion with respect to positi9ns in these groups identified considerable range in program scope and responsibility leading to the recommendation of a ranking of positions based on a number of criteria: . - diversity/complexity of responsibility;. I - number of employees; - size of budget: - policy responsibility. - ~:>> - I P-25 I SUPPLEMENTARY STAFF Contract/Seconded Staff positions in this group perform tasks requiring specialized technical, professional, supervisory or managemcnt skills in order to carry out a specific task within a specified time frame. 1. Contract Staff - All personncl employed through a formal contract arrangement for a specified period of time. A job description must be prepared and the position classified to relate to positions in the regular staff in order to determine the appropriate remuneration. Pcrsonnel are eligible for partial benefits as per contract agrcement Contracts must not be used to f ill a position which has become a continuing requircment on a full-time basis. Contracts should be used to provide staff to perform a onc-time-only assignment or to fill a specific seasonal requirement. 2. Seconded Staff - .11 personnel employed for a specified period of time through a formal agreement with another organization which continues to provide their salary and benefits. These staff fill a regclar complement position or special function for a specified period of time They are subject to Authority terms and conditions of employment. Program Staff Positions in this group are employed on a part-time or seasonal basis and are hourly-rated or receive a per diem These staff deliver the Authority's programs involving contact with the public or carry out technical work or studies, as required. Specialized skills or training are required. Group leadership or supervisory responsibilities may be part of the position, but represent less than half of the job time Wages for these positions are determined on the basis of internal relationships and market comparisons Job descriptions will generally relate to the Technical/Professional, Supervisory/Management groups NOTE: This group is not divisible into levels as there is considerable range ill program scope and responsibility leading to a partial ranking and listing of positions. Service Staff positions in this group include part-time or seasonal positions, paid at an hourly rate and performing daily operational activities under supervision. Positions require basic skills and the ability to achieve proficiency after a short training period. These positions perform routine, support service tasks Wages are determined on the basis of internal relationships and market comparisons. Job descriptions relate to the General Office and General Field groups. NOTE: This group is not divisible into levels, leading to the recommendation of a listing of positions. I . !6 - 16 - H. SALARY SURVEY During August and September, the Task Force met with personnel staff of Metropolitan Toronto and the Regional Municipalities of Durham, Peel and York; the area municipalities of Vaughan, Markham and North York; the Ministries of Natural Resources and Culture and Recreation; and the provincial Civil Service Commission. The purpose of these meetings was to discuss Authority positions, to identify comparable positions within the external organizations and to collect comparative salary data. In meeting with representatives of each of the above groups, Task Force members described the job tasks, reporting relationships and education and experience required. The personnel representative was then asked to identify a comparable position within their organization and the current job rate for the position. This is accepted practice in determining market comparisons. In undertaking such a survey it was identified that generally identical jobs do not exist from organization to organization. However, comparable positions can be identified in general terms. While the scope or scale of responsibilities may vary to some degree, the overall job "match" can be considered valid. In some instances, a "match" was not possible due to the type of work being performed (eg, park management as a Reg ional responsibility only exists in Metropolitan Toronto) or a large difference in scope or scale of responsibilities (eg, the position of Supervisor, personne I, in Peel, is a true supervisor, does not perform actual payroll tasks, supervises the payroll for 7000 employees and has a staff of 5 clerks). The purpose of the survey was to establish a competitive job rate for positions within the Authority. A number of criteria were identified as generally common in the construction of pay grades, as a result of the interviews. .the "job rate" is generally the maximum of the pay grade (two exceptions - Peel and York - where a merit factor beyond maximum is available) and staff are able to reach maximum within a reasonable time period (2-5 years). · incremental increases are steps between minimum and maximum and are separate from economic adjustments. While certain organi- zations have instituted complex employee performance appraisal systems to guide supervisors, most incremental increases are automatic if the employee's performance is satisfactory. This is a measurement of the employee's growth to job competency. Such increases are withheld until performance is satisfactory. -economic adjustments to the pay grade occur annually in connection with the adoption of the budget. Incremental adjustments are generally considered on the anniversary date of the incumbent. - 17 - P-27 .the number of steps between minimum and maximum vary according to two considerations - the period of time to reach full job competency and the benefit to the organization of retaining competent and experienced individuals. From discussion, it would appear that at the lower end of the pay system fewer steps are involved to maximum. This reflects a number of factors including the short time period required to train staff and the short time to full job compentency. The opportunity to gain advancement to a higher level must be tied to a job at a higher level being available and the employee having ; the necessary qualifications for consideration. At the upper levels, the pay grade has more steps which are designed to reflect the greater complexity of the job tasks and the benefit to the ; organization of long-term job stability. It was stated by personnel staff that a difference of approximately 10-20% between maximum and minimum is average. To reflect the shorter time to job competency, lower level salaries may increase to maximum more rapidly by consideration of incremental advancement on a six-month basis. It should be clear that, in discussing salaries/wages, the Task Force identified that this is only a component of the total compensation package. Section I of this report addresses the other aspects of the total compensation available to Authority staff. In discussing position comparisions with municipal and provincial personnel staff, it became evident that job titles used by the Authority should be reviewed and simplified. In particular, the use of the title "Supervisor" was often misleading as certain of the positions so titled, supervise an activity rather than other personnel; function as a group leader rather than a "true" supervisor; and/or spend the majority of their job time in performing tasks related to "doing the job" rather than supervising others. In order to effectively administer incremental increases, it is necessary for the employee performance appraisal system to be consistently applied. It should be clear that staff are given incremental increases for satisfactory job performance to the job rate. The proposed system does not incorporate any recommendation for "merit" beyond job competency. I. OTHER COMPENSATION CONSIDERATIONS While staff salaries/wages represent the major factor of compensation for work performed, a number of other considerations must also be addressed in determining the total compensation package. The Task Force have considered the following as additional components of the Authority's Compensation package. 28 - 18 - 1. Benefits - As part of the salary survey, the Task Force requested information on benefit packages from those surveyed. The Authority carried out a comprehensive review of benefits within the past two years. The benefit package provided by the Authority remains generally competitive with those provided by the surveyed organizations. This factor should continue to be reviewed frequently. 2. Housing - Certain staff occupy houses owned by the Authority. In some cases this is a requirement of the job in order to provide on-site security and supervision. A separate staff committee has been reviewing the rental of Authority houses toward recommending a policy for rental and relating rentals to the total ~ompensation package. 3. Vehicles - Where staff are provided with vehicles which are either partially or totally subsidized by the Authority, this forms a part of the total compensation package. Consideration of this factor should address the vehicle value as a total of any subsidized amounts including rental, maintenance and insurance. 4. Clothing - Where staff are provided with totally subsidized clothing, the value of this should be given consideration in the compensation package. 5. Food and Accommodation - as above in No. 4 It should be recognized that certain of the above may equal to extra duties and responsibilities and provide additional benefit to the organization. Others may be required provisions of the organization under The Occupation Health and Safety Act. It is necessary, however, to evaluate all forms of compensation to fully appreciate the total package. J. FINANCIAL IMPLICATIONS As a result of classification of positions and the subsequent development of competitive pay grades, three situations may occur in connection with existing salaries: 'current salary may be at market value and require no adjustment; 'current salary may be below market value and require adjustment; 'current salary may be above market value and require adjustment. One objective in implementing all systems is to avoid hardship in the latter case, as this situation is not the fault of the individual, but has usually occurred over time and frequently affects long-term and valued employees. - 19 - P-29 A number of points should be made with respect to the Authority's current pay structure: .in many instances the maximum (job rate) of the existing pay grades are close to being competitive. The discrepancy 1S that regular incremental increases have not been given to staff and that many long-term employees (5+ years) are not at maximum (job rate). While the existing evaluation system is due for revision, this factor may be a major part of the perceived ineffectiveness of the system resulting in employee dissatisfaction; .pay grades for positions grouped in the General Office category appear to have maximums (job rate) well above the average market job rate. Actual salaries, however, due to the lack of incremental increases, are, in all but a few cases, below the currently anticipated maximum. While adjustments in pay grade maximums may result in a lowering of anticipated earnings, actual impact should be minimal. .in a number of recent instances, new employees have been brought on staff at, or above, the current actual salary being paid to long-term Authority employees in the same classification level and performing comparable work. While supervisors should have the flexibility to offer starting salaries above the minimum in a pay grade to compensate for significant related work experience or qualifications above the minimum requirements, this should be reviewed 1n light of the actual salaries being paid intp.rnally for similar work. The fault may lie in the current pay scale and may be an indication of the non-competitive rates being offered, however, to correct this fault by offering equal or higher actual salaries to new employees without a corresponding review and adjustment to the salaries on long-term staff only adds to the internal inequities a~d to employee dissatisfaction. .in any proposal to establish new pay grades and to place staff at some level within this structure, each incumbent's performance record for the period of time they have been in the position should be considered. For each incumbent, the cost of imple- menting the new system can then be identified and a cumulative cost to the organization calculated. K. ADMINISTRATION The Task Force has identified four alternatives for the administration of the proposed Job Evaluation System. These alternatives apply to the need to establish a formal system to maintain internal equity once a new system has been adopted. 1. Present System As stated in earlier sections of this report, supervisors currently recommend that classification of new positions or the reclassification of existing positions to their Administrator who, in turn, recommends ~o the General Manager. 30 - 20 - These recommendations are subsequently dealt with by the Personnel Sub-Committee of the Executive. The Task Force considers that these decisions have been on an "ad hoc" basis and that little reference is made to justifying such change by comparisons amongst divisions. When viewed in isolation, the rationale for these recommendations may be quite acceptable. The problem, however, 1S the resulting inequity which may be created amongst divisions. 2. Senior Staff The Senior Staff meet as a committee on a regular basis and are representative of each of the Authority's functional and support divisions. The possibility of requiring each Administrator to seek approval of this committee for any classification or reclassification was discussed. The Task Force identified some concern with the use of this forum in that the review of any proposal could become very subjective based on individual divisional bias. While each member is very familiar with the tasks and responsibilities of their staff, they may not be sllfficiently familiar with other groups. Further, this committee currently has a considerable amount of administrative detail to consider and the addition of this function would only add to that burden. 3. Personnel Officer Consideration has been given to the need to employ a Personnel Officer to deal, in a comprehensive manner, with all personnel related matters. While this proposal has considerable merit in providing an area of expertise not presently on staff, the Task Force has identified that a good personnel generalist, capable of assuming such responsibilities would have to be paid a salary in the range of $27,000 - $34,000 plus equal support costs. Further, this position would best function as one reporting directly to the General Manager, as opposed to being part of any functional or support division. This is in keeping with the operation of such function in the organiza- tions interviewed and is based on the need for a non-partisan approach to personnel matters. In dealing with classification or reclassification, the personnel officer would require the assistance of line staff. This is best achieved through a committee of 3 to 5 with the Officer acting as Chairman to formulate recommendations. 4. Classification Committee The Task Force identified the possibility of establishing a special staff committee reporting to the General Manager with respect to classification and compensation matters. It was suggested that a committee representative of staff, able to understand the concepts embodied in the proposed system and capable of assuming a non-partisan approach could advise the General Manager. · - 21 - P-31 The effective operation of such a group would depend not only upon their own abilities, but also upon acceptance by all personnel of their objectivity, in addressing such matters. Their participation in this capacity would have to be separated from their day-to-day responsibilities in order to permit independent action. It is assumed that they would meet only as required and that their recommendations would be based on a comprehensive review across the organization. On the basis of the recommendations, the General Manager would make the final decision. The Task Force rejects alternatives No. land 2 and recommends alternative No. 4 as the means of administering the system for a trial period of one year. The option of employing a personnel off..cer is seen as the most desirable, however, the Classification Committee is recommended for a trial basis period bRsed on the following: .cost effective use of existing staff; 'anticipated financial implication of implementing proposed evaluation system; 'additional costs ~equired to employ a capable personnel officer. I w N - -. COMPENSABLE FACTORS Jutlymcnt -- Knowledqe (Decision-Makinq) Accountability Contacts - scope of functional - freedom for making - input into program - nature and purpose of knowledge decisions within variable objectives and policy contacts ~ type of and - range of operational areas dimensions - commitment and control of reason for communications Critical over which understanding - discretion required in resources - level and authority of Variables and experience required resolving and identifying - impact of error contacts: status of problems individual contacted - complexity of decision- making process Formal Education - nature, extent and - extent of responsibility - nature of contacts in - knowledge gained through availability of management for directing staff and of terms of organizational academic, technical or direction responsibility for perfor- hierarchy internal to samE professional training in - availability of direction mance, professional and other organizations general or specific and guidance from authori- competence and technical - level of external contacts subject areas tative reference sources accuracy - extent of contacts with - predictability of results - commitment and utilization the public I Elements Skills - requirement for devising of financial and material - purpose of contacts to - knowledge, approaches, new and innovative resources - information sought or N Consider practices and techniques approaches - extent of input into exchanged N gained through experience - variety of alternative program objectives and - authority exercised I - application of theory choices of action policy - complexity and import - administration of policy - extent of coordination - impact of decisions on to both parties and procedure necessary (number of program effectiveness - formulation of planning professional, technical and research references and administrative areas - utilization of and personnel involved) administrative skills - exercise of communica- tion skills KNOWLEDGE is expressed in JUDGMENT is expressed in ACCOUNTABILITY is expressed CONTACTS are expressed in terms of education, skills terms of the difficult or in terms of contributions terms of frequency, nature and experience complex situations resolved made, direction given, and purpose in relation to resources utilized various levels and authori- ties both internal and external - 23 - P-33 SUMMARY OF RECOMMENDATIONS IT IS RECOMMENDED THAT: 1. all Authority jobs be classified in one system; - 2. a combined Job Classification and Job Ranking System be adopted; 3. the classification system for all Authority employees be based on: Categories Groups Levels Regular Staff General Office 5 General Field 4 Technical/Professional 4 Supervisory/Management 5 Supplementary Staff Contract/Seconded * Program * Service * 4. job descriptions be prepared for all jobs and include compensable factors; 5. the consideration of total job worth be based on four compensable factors: - knowledge - judgement (decision-making) - accountability - contacts 6. a consistent structure, reporting relationships and grouping of tasks, be established to ensure a consistent approach amongst divisions; 7. all job titles be reviewed for consistency amongst divisions, and relate to duties and responsibilities; 8. the levels of responsibility, which impact on scope, decision and accountability, be: - Division - Program - Program Management Unit - Activity 9. job rates be established for each level and that the basis for the job rate be market, as determined by external comparisons with the Regional Municipalities of Durham, pe e I , York and Metropolitan Toronto, the area Municipalities of Vaughan, Markham and North York, and the Ontario Ministries of Natural Resources and Culture and Recreation; *Jobs ranked and/or listed. ~34 - ~q - 10. the job rate be the maximum of the pay grade, and that staff be able to reach the job rate within a specified period of time; 11. incremental increases be steps between minimum and maximum, separate from economic adjustments, provided on the employee's job anniversary date, and that the number of steps be based on the period of time required to reach full job competency and the benefit to the organization of retaining competent and experienced staff; 12. incremental increases be based on satisfactory performance, as determined following an employee's performance appraisal, and relate to the employee's growth to full job competency (job rate), with such increases withheld until performance is satisfactory; 13. economic adjustments be applied to the complete salary and wage schedule annually, effective at the beginning of the pay year; 14. the difference between minimum and maximum (job rate) be 10% for General Office, General Field and Level 1 of the Technical/professional Group, and that three steps of salaries or wages be established (entry, midpoint and job rate); 15. the difference between minimum and maximum (job rate) be 20% for Technical/professional Group - Levels 2, 3 and 4 and Supervisory/Management Group with five steps from minimum to full job competency being established (entry, step 2, midpoint, step 4, job rate); 16. the total compensation package, including housing, vehicle, clothing, food and accommodation, be considered when establishing salaries and wages; 17. "merit increases" beyond job rate not be incorporated into the system at this time; 18. a staff complement (a listing of all regular staff positions, with classification levels) for all regular staff be established; 19. the General Manager appoint a Special Staff Committee for a one-year period, to advise the General Manager on all matters related to classification and compensation and to establish and recommend consistent administrative procedures. . O' ,- ----. --... - IU".,I;'" L PH) ..... h D p-j< ._~.._- - . ~ tlw nllJtl Opolltlln tOlOI1tO 11I1UrCUIClI1 COl1sOIvatioll author Ity I'N,L B-S ---~ __.__ _0 - - .- Personnel Manual I XI C1IIIVI N" . __.__0.___- --.. .-- -,- ?/ Employee Policies and Regulations D^TE -' --.-.-. .--.- Travel Regulations RESOLUTION N'2. Subject to availability of funding within the Authority's approved budget, an employee, when authorized to travel by the General Manager or his designate to attend conferences, meetings, courses of instruction and trips of a similar nature, shall be entitled to reimbursement for expenses as follows:- _ kilometer rate e9uivalent to the prevailing provincial rate for Southern Ontario when so authorized, for economy fare rail or air travel, or use of Authority owned vehicles - reasonable out-of-pocket expenses for meals, overnight accommodation and gratuities incurred therewith - taxi fare when private automobile is not used and such telephone or telegraph expenses as may be incurred on Authority business - registration or other fees, when applicable - parking charges - such incidental expenses not covered herein as may from time to time occur. Expense claims must be supported by receipts for accommodation and registration when applicable. Meal costs must be within authorized limits. Expenses incurred by the General Manager shall be approved by the Chairman or the Vice-Chairman. Appropriate forms and procedures for the implementation of such requests shall be prepared and distributed by the Secretary-Treasurer. Requests exceedinq the limitations of the approved budget must be referred to the Executive Committee. .. " -......--..- --... ._.__.__ __ ..... _.__...o:-~=_-__:oo- -_-;-~-.. - . - -----..-. ~-- ----- -.....-.-- \ Iho nWI,opol,Iilll {{HOlllo :llld ICUIIlIl COIlSI!,vat,on authorlly I'M;r B-9 ~~ ..- --.---- - ----. ---- ~. Personnel Manual L Xl ell IIVl N" - -- ---. -- (t7 Employee Policies and Regulations DATE ,- - , ,-- Payment of Tuition Fees RESOLUTION NO Subject to availability of fundinq for such purpose within the Authority's approved budget, an elllployee may submit a request for payment of tuition fees in respect of educational courses. The Authority will pay the appropriate fees either to the Institution or reimburse the employee, providing the following conditions have been complied with.- - course recommended by Administrator of Division to which employee is assigned - authorized by the General Manager or his designate If the employee terminates employment with the Authority before a duration of two years from the date of completion of the course in respect of which the tuition fees have been paid, the employee will be required to re-pay to the Authority 50% of such fees. Failing to pass the course, the employee will be required to either take the course again at his/her personal expense or reimburse the Authority 100% of fees paid by the Authority. Appropriate forms and procedures for the implementation of such requests shall be prepared and distributed by the Secretary-Treasurer. Requests exceeding the limitations of the approved budget must be referred to the Executive Committee. - , . ) P-31 the metropolitan toronto and region conservation authority minutes PERSONNEL SUB-COMMITTEE 1981.11.30 13/81 The Personnel Sub-Committee met at the Authority Office, 5 Shoreham Drive, Downsview, Ontario, on Monday, 1981.11 30 1000. PRESENT Chairman Mrs. Lois Hancey Members M 1. Breen C.F. Kline Dr. T.H. Leith .:J.S. Scott Authority Chairman Dr. J K. Reynolds Authority Vice-Chairman Mrs. Florence Gell Staff K.G. Higgs W.A. McLean W.E. Jones T.E. Barber .:J.D. Agnew Mrs. A.C Deans Mrs. K. Conron MINUTES The Minutes of Meeting 12/81 were presented. Res. #18 Moved by .:J.S. Scott Seconded by Dr. J.K. Reynolds THAT the Minutes of Meeting 12/81 be adopted as if read. CARRIED: BUSINESS ARISING FROM THE MINUTES Res. 119 Moved by: Mrs. F. Gell Seconded by Dr. T.H. Leith THAT the staff be requested to report directly to the Executive Committee - if possible, at Meeting 121/81, scheduled for 1981 12 09, having regard to the review of the organization, work-load, and staff capabilities of the Water Resource Division and related activities, required by Resolution 115, Meeting 12/81 of the Personnel Sub-Committee. CARRIED: REPORT OF THE OCCUPATIONAL HEALTH AND SAFETY COMMITTEE . Res. 120 Moved by: Dr. J.K. Reynolds Seconded by Mrs. F. Gel1 , THAT the Progress Report presented by M.G. Berthiaume, Chairman, Occupational Health and Safety Committee, be received with appreciation: AND FURTHER THAT the financial aspects of the report be referred to the Finance Sub-Committee. CARRI ED: REPORT 11/81 - EMPLOYEE SUGGESTION AWARD COMMITTEE Res. 121 Moved by: Mrs. F. Gell Seconded by: J.S. Scott THAT Report 11/81 of the Employee Suggestion Award Committee be received with appreciation: AND THE COMMITTEE RECOMMENDS THAT: . P-38 -2- (a) Suggestion #1/79, submitted by Mr Dan Wilton, for the construction of extra long picnic tables for permanent use in picnic shelters be given the minimum award of $35 00; (b) Suggestion #4/81, submitted by Ms Lina Pilato, construction of large barbeque grills, available for rent for picnic groups, be given an award of $100.00, subject to the approval of the Executive Committee; (c) The awards be given to the employees at an Executive Committee meeting prior to the year end, that photography coverage be included in the presentation, and that the presentation of the awards be promoted through the "Inside" magazine; (d) A minimum of one meeting of the Employee Suggestion Award Committee be held per year, preferably in early November CARRIED; Amendment Moved by Dr J.K. Reynolds Seconded by M J. Breen THAT the motion be amended to include the following (a) The Personnel Sub-Committee authorize the General Manager, on the advice of the Employee Suggestion Award Committee, tn make such awards for staff suggestions as he deems appropriate; (b) The the Personnel Sub-Committee be authorized and directed to hold such meeetings as and when it deems it appropriate to do so; (c) The Personnel Sub-Committee direct the General Manager to make presentations of awards to those who merit them at times and in circumstances he deems appropriate THE AMENDMENT WAS-----------------------------------------__________--NOT CARRIED; HOUSE RENTAL POLICY - DESIGNATED STAFP Res. 122 Moved by Dr. T.H. Leith Seconded by Dr. J K Reynolds THAT the report and recommendations of the Staff Committee on the rental of Authority houses to designated staff, as appended as Appendix 'A' of the5e Minutes, be received; AND THE COMMITTEE RECOMMENDS THAT the recommendations, as set forth herein, be adopted (a) The following Authority-owned residences shall be considered as required for Authority purposes TITLE LOCATION FORMER LEGAL PROPERTY DESCRIPTION (1) Superintendent Boyd C A Tasca pt Lot 15, Con 7, Vaughan (2) Superintendent Heart Lake C A Dunn pt Lot 17, Con l, Brampton (3) Superintendent Clairevil1e C A Moraa1 pt Lot 6, Con. 8, Brampton (4) Superintendent Petticoat Creek C A Domareski pt Lot 30, Range 2, Pickering (5) Superintendent Albion Hills C A Walker Pt.Lot 24, Con 6, Caledon (6) Superintendent Bruce's Mill C A. Kennedy Pt. Lot 35, Con. 5, Whitchurch- Stouffville , (7) Superintendent Cold Creek C A Woods Pt.Lot 13, Con 10, King (8) Superintendent Glen Haffy C.A. Wishart pt Lot 37, Con 1, Caledon (, Boyer (9) Superintendent Greenwood C A Corry Pt.Lot 12, Con 4, Ajax (10) Superintendent B C P V C.M.H.C. Pt.Lot 25, Con 4, N.Y (11) Dam Operator G. Ross Lord Dam Summit pt Lot 21, Con. 2, N.Y. and Reservoir Holdings (12) Dam Operator Claireville D&R Lauder Pt. Lot 13, Con 9, Brampton (13) Supervisor Boyd F.C. Taylor pt Lot 15, Con. 7, Vaughan (14) Supervisor Albion Hills P.C. Hampton pt Lot 26, Con 7, Caledon (15) Supervisor Kortright Glassco Pt.Lot 21, Con. 7, Vaughan Estate (16) Supervisor Lake St George F.C. Kitchen Pt.Lot 9, Con 7, Markham (17) Superintendent Kortright Walsh pt Lot 18, Con. 7, Vaughan -3- P-39 (b) Effective 1982.04 01, the rental rates for dwelling numbers 1 to 16 on the afore-mentioned list be $600 00 per month; (c) Effective 1982.04.01, the rental rate for dwelling number 17 be $500 00 per month; (d) Rental rates be reviewed and up-dated annually by the Property Section effective January 1st of each succeeding year; (e) Effective 1982 04 01, and effective January 1st of each successive year, the Secretary-Treasurer establish an Accommodation Charge for each Authority- owned dwelling required for Authority purposes; said Accommodation Charge to be not less than 50% of the rental rate; (f) The afore-mentioned policy be implemented over a sufficient period of time to prevent undue hardship, with no increases to be in excess of $100 00 per month per annum; (g) Taxable allowances be shown as required to comply with existing legislation; (h) Position designations for personnel filling positions identified under this policy shall include the provision of housing accommodation CARRIED; AUTHORITY VEHICLE POLICY Res. #23 Moved by Dr. T.H. Leith Seconded by C.F. Kline THE COMMITTEE RECOMMENDS THAT employees filling positions within the Authority staff which have been designated as requiring that the vehicle be taken home be required to reimburse the Authority 25% of the Authority's established kilometreage rate, based on the employee's travel distances from home to work station; THAT the Authority Vehicle Leasing Policy (attached as Appendix 'B') for the General Manager, Deputy General Manager, Secretary-Treasurer, and Administrators, be evaluated on thp ba~;~ o~ t~€ information provided by Reed Stenhouse Associates Limited; AND FURTHER THAT the Authority Vehicle Policy (attached as Appendix 'C') be approved and included in the Authority's Personnel Policy CARRIED; POSITION DESCRIPTIONS AND JOB TITLES Res. #24 Moved by: Dr. T.H. Leith Seconded by Dr. J.K. Reynolds THAT the report of the General Manager having regard to position descriptions and job titles, as amended by the inclusion of the following statement, be received "It will not be the intention to bring all job descriptions before the Personnel Sub-Committee, but these will be on file for study if required" CARRIED; AMENDMENT TO PERSONNEL MANUAL -8-5 Employee policies and Regulations (Travel Regulations) 'Res. #25 Moved by: J.S. Scott Seconded by: C.F. Kline THE COMMITTEE RECOMMENDS THAT "Travel Regulations" (B-5 Employee Policies and Regulations), as amended and appended as Appendix '0', be approved; AND FURTHER THAT the Personnel Manual be amended accordingly. CARRIED; ORGANIZATION STRUCTURE - WATER RESOURCE AND DEVELOPMENT CONTROL This item will be considered by Executive Committee Meeting #21/81 scheduled for 1981.12.09. P-40 -4- SENIOR ENFORCEMENT OFFICER Res #26 Moved by: Mrs. F. Gell Seconded by C.F. Kline THE COMMITTEE RECOMMENDS THAT the job description, appended as Appendix 'E' , 'Senior Enforcement Officer - Development Control', be approved; THAT the position be classified SM1; AND FURTHER THAT Mr D MacKay be appointed Senior Enforcement Officer, effective 1982.01 01 CARRIED; Res. #27 Moved by J.S. Scott Seconded by C.F Kline THAT the staff be excluded during consideration of certain salary matters. CARRIED; PROPOSED SALARY AND WAGE SCHEDULE, 1982 Res #28 Moved by C.F. Kli ne Seconded by M.J. Breen THE COMMITTEE RECOMMENDS THAT the proposed 1982 Salary and Wage Schedule, appended as Appendix 'F' , be approved CARRIED; SALARY AND WAGE ADJUSTMENTS, 1982 Res #29 Moved by Dr. T.H. Leith Seconded by M.J. Breen THE COMMITTEE RECOMMENDS THAT the salary and wage adjustments for 1982, as recommended under date of 1981.1l 30 and signed by the Chairman and the General Manager, be approved. CARRIED; APPOINTMENTS, TRANSFERS AND/OR PROMOTIONS TO AND WITHIN THE FULL TIME AND FULL TIME PROBATIONARY STAFF Res. #30 Moved by Mrs. F. Ge 11 Seconded by M.J. Breen THE COMMITTEE RECOMMENDS THAT the following appointments, transfers, and/or promotions be made to the Full Time and Full Time Probationary staff (1) APPOINTMENTS TO FULL TIME PROBATIONARY STAFF Name Position Level Date H. Domerchie Labourer - Apr. 13/81 G. W. Valiant Labourer - Apr. 13/8l J M. Erskine Building Manager II 5 Apr. 23/81 N.A Kuyt Secretary 3 Apr. 27/81 E. Mellor Senior Secretary 4 June 29/8l C. Magee Superintendent SA June 29/81 M.P. Lynch Superintendent SA Sept. 8/81 D N. Harpe Building Manager II 5 Sept.27/81 E.M. Southwell Acctg. Asst Payables 3 Oct. 5/81 L.K. Morin Acctg Asst Claims 4 Oct. 5/81 B.D. Coutts Acctg. Asst Payroll 3 Oct. 11/81 J. Cosburn Planner 6 July 5/8l P.R. Attfield Water Theme Coordinator 5 Nov. 2/81 G.P. Gorgerat Lead Hand - Nov. 9/81 (2) APPOINTMENTS TO FULL TIME STAFF A. Hood Drafting 4 Mar. 29/81 R. Pound Cabinet Maker - Apr. 27/8l -5- P-41 (2) APPOINTMENTS TO FULL TIME STAFF ( Con td. ) Name Position Level Date R. Bonin Hydrology Technician 5 June 1/81 N. Kuyt Secretary 3 Aug. 17/81 G. Kendall Labourer - Aug. 17/81 L. Parrott Instructor 4 Sept. l/Bl J. Stevenson Residential Assistant 3A Sept. l/81 H. Peeters Residential Assistant 3A Sept. l/Bl B. Hindley Project Biologist 7 Sept. 1/81 E. Mellor Senior Secretary 4 Oct 1/8l J. Hunter General Maintenance - Oct. l1/Bl J Cosburn Planner 6 Oct l1/Bl H Domerchie Labourer - Oct ll/Bl G. Valiant Labourer - Oct 11/8l J. Loach Print Room Assistant 3 Dec. l/Bl D. Coutts Accounting Assistant G02 Jan 1/82 E. Southwell Accounting Assistant G02 Jan. 1/B2 C. Magee Superintendent SMl Jan. 1/82 M. Lynch Superintendent SMl Jan. 1/82 (3 ) TRANSFERS AND/OR PROMOTIONS-DEMOTIONS WITHIN THE FULL TIME FULL TIME PROBATIONARY STAFF D Ward Lead Hand - Apr 12/81 D. Webster Secretary 3 June l/Bl J. Doane Assistant Biologist 4 June l/Bl C. Wylie Labourer - June 7/81 J Honingh Lead Hand - June 7/81 S. Knight Assistant Superintendent - July 5/81 R. Baxter Labourer - July 5/81 H. Domerchie Labourer - July 5/81 J. De11eFave Lead Hand - Aug 16/81 W Kerr Lead Hand - Aug. l7/Bl D. Ward Lead Hand - Oct. l1/Bl W. Kerr Works Superintendent - Nov. 2/81 J Brooker Lead Hand - Nov. 2/8l D. MacKay Sr Enforcement Officer SMl Jan. 1/82 CARRIED; GRIEVANCE - LEN COWIE Res. #31 Moved by M.J. Breen Seconded by J S Scott THAT the matter be referred to the General Manager CARRIED; ADJOURNMENT On motion, the meeting adjourned at 1500 hours 19B2 11.30. Mrs. Lois Hancey W.E. Jones Chairman Secretary-Treasurer KC. P-42 APPENDIX 'A' TO: The Chairman and Members of the Personnel Sub-Committee, M.T.R.C.A Meeting #3/81, Monday, November 30, 1981 FROM: P. B Flood, Administrator Conservation Land Managem8nt Division RE: Staff Committee Report on Designated Staff/House Rentals EXISTING POLICY The existing Authority policy is as follows "Those buildings required to be maintained as residences of the Authority employees shall be ctssessed by the Authority at a standard rent of $150 00 per month, or the market rent if less than $150.00 per month The value of service of the persons residing in such buildings shall be deemed to be $100 00 ~er month and the balance to be charged as rent Individual T4 forms will be prep?~ed by the Payroll Section - Finance and Administration Division in the amotmt of $1,200 00 per annum, under "Taxable Allowances and Benefits" and ded'..!ctions made for the necessary tax adjustments" The policy of the Authority is to charqe a rent of $50.00 per month with an additional $100 00 per month being a taxable benefit The policy was implemented by the Authority in }~ay 1973 after considerable study including a review of the policies of other agenci~s and jurizdictions. The market rental rate and the cost of maintenaIlce of the houses have changed considerably since 1973 and it is essential to review the policy to more adequately reflect present conditions. Discussions have been held with the Authority's solicitor and the Residential Tenancy Commission and there appears to be no legal impediment preventing the implementation of an updated policy The proposed policy should be implemented in stages in order to avoid undue hardship and possible loss of valued staff The Ministry of Natural Resources Policy and Procedures M~nu~l states that all rentals by Conservation Authorities should be at Mar~et Rent The manual also states t~at in those cases where an Authority provines buildings or land to Authority staff at no cost or at a moderate fee, the difference between the actual charge and the market value for such rental must be shown as a taxable benefit given to the employee It is the conclusion of the Staff Cornnuttee that the following items are worthy of compensation l. Requirement of Authority tor the employee to live in a specific location; 2. Security of area or facility; 3 Inconvenience caused by loss of privacy or qui.::t enjoyment; 4. Interior decorating and minor repairs performed by occupants; 5. Job related overtime duties The policy of th8 Authority established by the Executive Committee in 1972 to allow a reduction of approximately 66 6% of the then mar~et rent appears excessive in light of today's rental rates and operating expenses , The market value of the designated houses was ~stablished by an independent agency and an average value was id8ntificd fer a uniform market value Residences below this average would be established ~t the market rent A reduction of up to 50% of market value rent would be justificable for services rendered and alco pcrmit the Authority sufficient revenue (50%) to pay taxes, and properly maintain the dwelling in a good state of repair. The Authority has 17 positions where living accommodation is provided as a condition of employment '.. ./cont 'd - P-43 DESIGNATED STAFF HOUSE RENTALS Page -2 The Staff Committee recommends the following policy for Required Authority House Rentals IT IS RECOMMENDED THAT (1) The following Authority owned residences shall be considered as required for Authority purposes TITLE LOCATION FORMER LEGAL DESCRIPTION PROPERTY - l. Superintendent Boyd C A Tasca pt Lt 15, Con. 7, Vaughan 2. Superintendent Heart Lake C A. Dunn pt Lt 17, Con 1, Brampton 3. Superintendent Claireville C.A. Moraal pt Lt 6, Con. 8, Brampton 4. Superintendent Petticoat Creek C.A. Domareski pt Lt 30, Range 2, Pickering 5. Superintendent Albion Hills C A. \'lalker pt Lt 24, Con. 6, Caledon 6. Superintendent Bruce's Mill C A Kennedy pt Lt 35, Con. 5, Whitchurch-Stouffville 7. Superintendent Cold Creek C A. Woods pt Lt 13, Con 10, King 8. S uperin tenden t Glen Hc>ffy C A. Wishart (, pt Lt 37, Con. 1, Caledon Boyer 9. Superintendent Greenwood C.A Corry pt Lt 12, Con. 4, Ajax 10 Superintendent B C.P V C.M.H C pt Lt 25, Con 4, N Y. 11. Dam Operator G. p.oss Lord Darn Summit pt Lt. 21, Con 2, N.Y (, Reservoir Holdings 12. Dam OpeIator Claireville Dam Lauder pt Lt 13, COi:l. 9, Brampton 13. Supervisor Boyd F .C. Taylor pt Lt 15, Con 7, Vaughan 14. Supervisor Albion Hills F C. Hampton pt Lt 26, Con 7, Caledon 15. Supervi::or Kortright Glassco pt Lt 21, Con 7, Vaughan Estate 16 Supervisor Lake St. GeoIge F.C. Kitchen pt Lt 9, Con 7, f.1arkham 17. Superintendent KoZ!tright Walsh pt Lt 18, Con 7, Vaughan (2) That effective April 1 1982, the rental rates for dwelling numbers 1 to 16 on the aforementioned list be $600 00 per month. ( 3) That effective April 1, 1982, the rental rate for dwelling number 17 be $500.00 per month < (4) That the rental rates be reviewed and updated annually by the Property Section effective January 1 of each succeeding year . (5) That effective April 1, 1982 and effective January 1 of each successive year, the Secretary-Treasurer establish an Accommodation Charge for each Authority owned dwelling required for Authority purposes said accommodation Charge to be not less than 50% of ele rental rate. (6) That the aforementioned policy be implemented over a sufficient period of time to prevent undue hardship with no cash increases to be in excess of $100 00 per month per annum (7) That taxable allowances be shown as required to comply with existing It:!gislation . (8) That the position designations for personnel filling positions identified under this policy shall include the provision of housing accommodation PBF/lp 1981.11. 20. -- - - ----~----~------ ----< ~- ---~ P-44 APPENDIX 'B' PROVISION OF LEASED VEHICLES TO ADMINISTRATORS 1. The Authority will provide, to each Administrator, the option to drive a leased vehicle. 2. The vehicle will be a compact, intermediate or full-sized vehicle, chosen from the attached list. 3. The vehicles will be leased by the Authority from one dealer on a competitive basis. 4. The terms of the lease will be 30 months and 48,000 miles and such lease will include repairs and maintenance, but not insurance. 5. The Authority will administer payment of the lease of the car, contributing $150.00 per lease and recovering the balance from the individual Administrator be means of salary deductions 6. All charges for mileage in excess of the lease agreement will be borne by th e Authority. 7. The vehicles will be insured as part of the Authority's fleet coverage and costs borne by the Authority. 8. The vehicles may be driven by all persons duly authorized by the Administrator provided said driver has a valid driver's licence. 9. In the case of accidents, the insurance deductible will be paid by the Authority, unless the driver is deemed to be at fault 10. An Authority credit card for gas and oil will be provided for business use only. II. All private mileage costs will be paid by the individual Administrator. 12. In the eVent of the individual Administrator leaving the employment of the Authority, the Authority will retain the lease of the vehicle, with no purchase agreement for the individual 13. A taxable benefit of 1/3 of the leased cost of the vehicle, less the amount contributed by the individual Administrator toward the lease cost, will be included on his T4 form as a taxable benefit 14. The declaration of taxable benefits over and above the minimum 1/3 to the Department of National Revenue, will be the responsibility of the individual Administrator , , . . - - -- -~ ---- -----~-- - P-45 APPENDIX 'c' Authority Vehicles All employees of the Authority having occasion to drive an Authority owned or leased vehicle, shall exercise a good standard of care of such Authority property and may, if considered negligent, in the case of damage to such property be liable to reimburse the Authority for any amounts expended by the Authority in putting right the damage caused. The definition of reasonable care and degree of negligence will be determined by the Secretary-Treasurer on consideration of the facts as submitted to him by the individual and the Administrator of the Division concerned. In addition to the restrictions set out above, employees in the service of the Authority whose duty requires them to drive or have charge of an Authority vehicle, to use or to have charge of Authority equipment - must ensure that the vehicle or equipment is kept in satisfactory mechanical condition: - must obey all highway traffic and other laws: - employ all measures recommended for the safe use of vehicles and equipment: - will be responsible for the payment of all and any fines imposed for traffic, parking or other violations: - will be assessed the cost of repairs necessitated by improper maintenance and care of vehicles and equipment in their charge: - any employee authorized to operate an Authority vehicle must be properly licenced: - shall not permit unauthorized persons to operate vehicles or equipment. Authority vehicles and equipment may be used in the event of fires, floods and similar emergencies as required Vehicles uesignated as emergency, on-call, or job site vehicles may be taken to the residence of the authorized operator for use in the event of an emergency which may occur at times other than the regular hours of Authority business or as dictated by the job requirements The following positions within the Authority staff are those positions for which a vehicle is required - Enforcement Officers - Safety Officer - Central Services Emergency Personnel - Water Resource Work Superintendent The Secretary-Treasurer or the General Manager may approve additional positions if deemed necessary by a Division Administrator No person filling the above-noted positions in the service of the Authority shall use or permit the use of Authority vehicles or equipment for any purpose other than the authorized business of the Authority The position descriptions for personnel authorized under this policy shall include the identification of a vehicle. The salary compensation package for personnel authorized under this policy shall 'include an appropriate value for the vehicle The personnel authorized under this policy for vehicles designated as emergency, on-call, or job site vehicles, shall reimburse the Authority at a rate of 25% of the Authority's vehicle kilometreage rate for travel to and from home to the work station. . ----~ - - - ----- P-46 -- - - -.. - -----.- APPENDIX~~_ -- -_.. -- -- - ~ Ihe IlwlrOJ,lolilalllOlol110 Oll1d rCU"'1l cOllse,val,o'l Olllllllll'ly "AG[ B-S --- -~ - - - --- -.- Personnel Manual I xl Cll IIVI N" W -- ---.- .--- - -. --- Employee Policies and Regulations DATE Travel Regulations RESOLUTION N!! Subject to availability of funding for travel within the Authority's approved budget, the General Manager may authorise an employee to attend conferences, meetings, courses. of instruction, and trips of a similar nature Employees so authorised shall be entitled to re- imbursemen t as follows - kilometer rate equivalent to the prevailing provincial rate for Southern Ontario for economy fare rail or air travel, or use of Authority-owned vehicles - reasonable out-of-pocket expenses for meals, over-night accommodation, and gratuities incurred therewith - taxi fare or public transit expenses as deemed necessary and expeditious and such additional expenses as telephone, telegraph, registration or other fees, parkin,9 charges - such incidental expenses not covered herein as may from time to time occur Expense claims must be supported by receipts for accommodation and registration, when applicable Meal costs must be within reasonable limits When authorised to travel by the Executive Committee, the General Manager shall submit his expense accounts to the Chairman for approval Appropriate forms and procedures for the implementation of such requests shall be prepared and distributed by the Secretary-Treasurer Requests exceeding the limitations of the approved budgp.t must normally be referred to the Executive Committee at least one month prior to the date of the proposed expenditures . . , I i I , I I i 0 I i A1>PENDIX 'E' PM;!:. .., ~ ~ 33 EXECUTIVE /I - ~.. DATE DIVISION DEVELOPMENT CONTROL . RESOLUTION POSI'fION TI'l'Ll:. SENIOR ENFOHCr.MEN'r OFFICER JOB ANALYST SUPERVISOR'S POSITION TITLE HEAD, DEVELOPMENT CONTROL SllmlARY m L,'lJNC'l'iON To super-vise the day-to-day activities of Enforcement Officers .:lnd to assist and par-ticipate in the flood warning and forecasting system To enforce Ontario Regulation 735/73 KNO\-JLEDGE - Community College Diploma with courses in enforcement and court proceedings - 5 years experience r-elated to the major tasks - Eligible for- appointment as a provincial Offences Officer - Posession of a valid driver-'s licence - Or equable knowledge under sp cial cir-cumstances Task No Examples of Tasks 1 To assist and participate in the flood warning and forecasting system when called upon by the Flood Control Duty Officer 2 Make r-ecommendations on Personnel mattcr-s for Enforcement Staff 3 Super-vise the day-to-day activities of the Enforcement Officers. 4 Enfor-ce Ontario Regulation 735/73 (a) Patrol valley systems checking for infractions; (h) Invcutiq.:lte infractions and try to resolve; (c) ls.3UC violations anJ pcrfuL'II1 dllY fullow-up necessary; (dl Prepa r-e and participate in court proceedings in connection with prosecutions in provincial C0urt 5 Review and inspect proposed development plans \.,hich abut and/or are adjacent to the valley systems and prepare comments 6 Inspc;ct sites where permit has been issued to ensure compl iance with conditions 7 Supecvise r-emoval of enct'oachments from Authority lands tl Assist r O1n<'1 ~lil n.:lgelllcn t and Information and Education Divisions with cllfol"Cement problems 9 Attend meetings as required 10 Administer- examinations to Authority, temporary staff, or Ministy of Natur-al Rcsour-ces vehicle driver-s , I i I I , : i I P-48 OIL] -, - _. Task 10. No Examples of Tasks 11 Maintain constant communications with municipal staff, Provincal Off icials Llnll lClw enforcelllent agencies for enforcement of recJulat ions 12 Assist in the selection of an applicant for the pos it ion of Enforcement Officer 13 Assist in the training of the Enforcement Officer with respect to duties related to Ontario Regulation 735/73 , 14 Responsible for the records of the Enforcement Officers' activities , I I , I i I I , ^ Schedule 1 Sa ary and Wage Schedule 1982 1981 Task Force Recommendation Hourly Rate Hourly Rate Cla~s Mid Job Mld Job Mid Job Mld Job Level Entry Point Rate Entry Point Rate Entry Point Rate Entry Point Rate GOl 13,244 13,979 14 ,715 12,150 12,825 13 ,500 G02 14,435 15,237 16,039 13,244 l3,979 14,715 G03 17,150 18,103 19,056 15,735 16,609 17,483 G04 18,694 19,732 20,77l 17,150 18,l03 19,056 G05 20,377 21,509 22,641 18,694 19,733 20,771 GFl 17,150 18,103 19,056 8.22 8.67 9.13 15,735 16,609 17,483 7.54 7.96 8.38 GF2 l8,694 19,732 20,771 8.96 9.45 9.95 17,150 18,103 19,056 8.22 8.67 9.13 GF3 20,377 21,509 22,641 9.77 10 31 10.85 18,694 19,733 20,771 8.96 9.45 9.95 GF4 24,210 25,555 26,900 11.60 12.25 12.89 22,211 23,445 24,679 10.64 11. 23 11. 82 TPl l5,735 l6,609 17,483 14 ,435 l5,237 16,039 TP2 19,743 20,917 22,211 23,445 24,679 l8,113 19,245 20,377 21,509 22,64l TP3 23,457 24,923 26,389 27,855 29,321 21,520 22,865 24,210 25,555 26,900 TP4 27,869 29,611 31,352 33,094 34,336 25,567 27,163 28,763 30,361 3l,959 SMl 21,520 22,865 24,210 25,555 26,900 19,743 20,977 22,211 23,445 24,679 SM2 25,567 27,165 28,763 30,361 3l,959 23,457 24,923 26,389 27,855 29,32l SM3 27,869 29,611 31,352 33,094 34,836 25,567 27,163 28,763 30,361 31,959 SM4A 30,377 32,275 34,174 36,072 37,971 27,869 29,611 3l,352 33,094 34,836 SM4B 33,ll0 35,184 37,249 39,319 41,388 30,377 32,275 34,174 36,073 37,971 SM5A 34,910 36,984 39,049 41,119 43,188 30,377 32,275 34,174 36,073 37,971 SM5B 36,090 38,346 40,602 42,857 45,113 33,110 35,180 37,249 39,319 41,388 SM5C 39,339 41,798 44,257 46,7l5 49,174 36,090 38,346 40,602 42,753 45,113 SM5D 42,879 45,559 48,239 50,9l9 53,599 39,339 4l,798 44,257 46,7l5 49,173 SM5E 46,738 49,660 52,581 55,502 58,423 42,879 45,559 48,239 50,9l9 53,599 "tl I 01>0 \0 P-50 Schedule 2 Program Staff Program Staff - Positions in this group are employed on a part-time or seasonal basis and are hourly-rated or receive a per diem These staff deliver the Authority's programs involving contact with the public or carry out technical work or studies, as required Specialized skills or training are required Group leadership or supervisory responsibilities may be part of the position, but represent less than half of the job time Wages for these positions are determined on the basis of internal relationships and market comparisons Job descriptions will generally relate to the Technical/Professional, Supervisory/Management groups. NOTE: This group is not divisible into levels as there is considerable range in program scope and responsibility leading to a partial ranking and listing of positions. Present Proposed 1981 1982 Rates Rates ,- $ $ Recreation or Education Program 52. DO/diem 56-61/diem Manager 57.69 Assistant Recreation Program Manager 6.75 6.55-6.80 Recreation Program Instructor 6.30 6.25-6.50 Education Assistants 36/41/47/diem 38-43-49/diem Technical (Post Secondary Undergraduate) 5.15/5.45/5 80 5.40-5 70-6.00 Technical Graduate ( l) 8.62-9 07-9 61 Interpreter/Artisans 1. 8.96-9.45-9 95 (full-time seasonal) 7.80-8.70 2. 9.77-10.35-10 85 Artisans ( intermit tent) 5.00-6.25 6.25 Interpreter (full-time seasonal) 3.65-7.00-7.85 6.25-6.50-7 35-7.85 Ihterpreter (intermittent) 5.00 actual 5.25 Head Lifeguard and Range Officer 5.15-5.45 5.40-5.70 Assistant Lifeguard 4.45-4.80 4.65-5.00 Lifeguard, Patroller 4.00-4.30 4.20-4.50 (1) Equivalent of TPl, where greater skills are required other TP levels may be used for hourly equivalents and a job , description or contract submitted. , I , I i I P-51 Schedule 3 Service Staff Service Staff - Positions in this group include part-time or seasonal positions, paid at an hourly rate and performing daily operational activities under supervision Positions require basic skills and the ability to achieve proficiency after a short training period These positions perform routine, support service tasks Wages are determined on the basis of internal relationships and market comparisons Job descriptions relate to the General Office and General Field groups NOTE This group is not divisible into levels, leading to the consideration of a listing of positions Service Personnel (Present) 1981 Part-Time Service Personnel $3.00-5.00* Gateman $5.15-5 45 Attendant $4.00-4 30 Labourer $5.15-5.45 Labourer/Gate, Sales Clerk $7.00 Experience $2.65-3.50 Service Personnel (Proposed) 1982 Rates cover all staff performing $2 65** (16-17 years) routine support service tasks, $3.00 (2nd year - 17 years) e.g , gate attendants, sales 53 50** (18 years plus) clerks, cleaners, building $4 00 attendants Range permits $ 4.50 allowance for previous and/or $5.00 Authority experience $ 5.50 Senior Clerk $7.35-7.85 Labourer (machinery experienced - full-time seasonal) $7.35 Seasonal Lead Hand $7.85 *Minimum wage changed to $3 50, 1981.10.01. **Experience Program rates ~ , , I . I I .