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Home My Public Portal About2024-01-25_Human Resources_POLICY.pdf HUMAN RESOURCES POLICY P-55 Human Resources Policy Revisions Policy Name Revision Date Revised by: Approval Date Contents Section 1 Policy Administration 1.1 Policy Manual & Administration Plain language Policy conflicts Policy development and administration Section 2 General Policies 2.1 Standards of Conduct/Conflict of Interest Employee Expectations Breach of trust Conflict of interest Gifts and benefits Direct personal interest Protection of information Confidentiality of information Incompatible employment Political activity Appointments to committees of Council Use of municipal property and assets Reporting violations Protection against retaliation Bad faith Investigations of breaches of this policy Corrective action for breaches 2.2 Working Hours Standard hours of work Adequate Coverage Breaks Schedules Senior management Public and committee meetings Paid and unpaid work breaks 2.3 Employment Status Employment Categories 2.4 Job Descriptions Employee Duties Review of Job Descriptions Format of job descriptions 2.5 Personnel Records Contents of files Access to files Former employee personnel files 2.6 Human Resource Planning Human resources planning Succession management plans Organizational reviews 2.7 Job Classification Appealing a job evaluation decision Factors in job classification process 2.8 Dress Code and Appearance Business attire guidelines Casual Friday and Monday Section 3 Employee Relations and Respectful Workplace 3.1 Accommodation Asking for Accommodation Accommodation process Short term modifications Confidentiality 3.2 Equity and Diversity Discrimination is prohibited Complaints 3.3 Respectful Workplace Harassment Discrimination Workplace bullying Workplace violence Complaint Process Discipline/Corrective Action Confidentiality Protection from Retaliation Good Faith Workplace risk assessment Violence prevention plan Management Rights/Responsibilities 3.4 Dispute & Complaint Resolution Initiating the dispute resolution process Defining a dispute Final decision 3.5 Corrective Action Authority Good Faith Progressive Discipline Accommodations Requests for Review of Corrective Action 3.6 Public Interest Complaints Whistleblower protection Resolution Section 4 Compensation & Benefits 4.1 Salary Administration Salary scale review Starting salaries and offers of employment Annual step increases Annual CPI Increases Temporary assignments 4.2 Group Health Benefits and Pension Plan Mandatory Benefits Optional with conditions (please see Human Resource Designate) Eligibility Exemption to health and dental coverage Waiting periods Benefits Payment of premiums for employee benefits Leave of absence Coverage following retirement 4.3 Employee and Family Assistance Program Employee and Family Assistance Program (EFAP) 4.4 Flexible Work Staff complement Flexible work arrangements Overtime on flexible work arrangements Absence due to illness or injury while on flexible work arrangement Requesting a flexible work arrangement Schedules and hours of work Earned days off (EDO) Variable hours Remote work (Work from home) Eligibility criteria Workspace Equipment and supplies Liability Confidentiality and security 4.5 Vacations Vacation scheduling Vacation entitlements Vacation Carryover Section 5 Learning and Development 5.1 Performance Reviews Performance reviews Salary adjustments Employee Expectations How we expect managers to lead employees 5.2 Professional Development In-service training Travel and training/Professional development Training outside regular work hours Conferences Requests for training Long term training and development Job rotation & project participation Skills inventory Section 6 Attendance and Leaves 6.1 Attendance Record 6.2 Staff Meetings Department-wide meetings All-staff meetings Responsibilities 6.3 Paid Holidays Policy Description Holiday pay Office closure - Christmas and New Year’s Eve 6.4 Sick Leave Accumulation of sick leave Family sick leave Requesting sick leave Exceeding sick leave days Policy violation 6.5 Inclement Weather Essential services Inclement weather Office closure or delayed opening 6.6 Overtime Assignment of Overtime Approval Modified Hours of Work Accrual of Overtime Banked Overtime Exempt Staff Overtime accumulation Meetings and call outs 6.7 Bereavement Leave Purpose Bereavement leave Death of an employee 6.8 Leave of Absence Factors Types of leave Examples of leave of absence we consider Volunteer firefighters Notice Return from a leave of absence Internal competitions during your absence Employee benefits during leave of absence 6.9 Pregnancy and Parental Leave Pregnancy leave End of pregnancy leave Parental leave Pay during leave - Employment Insurance benefits 6.10 Citizenship Leave 6.11 Court Leave/Jury Duty Jury selection Subpoena as a witness - work related Subpoena as a witness - personal Required notice Section 7 Recruitment and Retention 7.1 Recruitment & Hiring Filling vacancies Expression of Interest Internal Competition External Competition Employment Application Equity, diversity, and inclusion Job posting Interviewing Background checks Selection Employment Agreements Hiring of relatives Hiring foreign workers Search agencies 7.2 Employee Orientation & Onboarding Onboarding Orientation 7.3 Probationary Period Initial probation Establish expectations Suitability End of probation Successful completion Performance concerns during probation Rejection from probation Subsequent probation 7.4 Termination of Employment Termination Layoff Voluntary termination Notice periods Exit interviews Rescinding notice by employees 7.5 Retention (Stay) Interview 7.6 Employee Long Service Recognition Policy Service award Section 8 Health, Safety, and Wellness 8.1 Occupational Health & Safety 8.2 Substance Use Fit for duty Reporting requirements Suspected impairment Return to work after being sent home Safe travel arrangements Medications Right to refuse work Off duty activities Appeals 8.3 Employee Wellness and Mental Health Work Environment Training for Managers Resources 8.4 Right to Disconnect Emergency Situations Rest Days Flexibility 8.5 Work Clothing & Equipment Eligible safety equipment Crested/branded clothing Glossary administrative leave - a temporary leave from a job assignment, with no loss of pay or benefits. call-out - a call out happens when an employee is asked to work unscheduled hours that may occur before or after regularly scheduled hours. An example would be attending a public meeting in an official capacity after working a scheduled workday. cannabis product - includes the cannabis plant and its derivatives, which include edibles. closure - means non-essential services in the Municipality are closed due to inclement (severe) weather or other short-term potentially hazardous conditions. coaching - an ongoing process where a supervisor, guides or facilitates the continuous improvement of an employee’s performance. It includes the timely provision of feedback for improvement, meaningful recognition, support for learning and development and assisting the employee with self-awareness and self-evaluation. corrective action - is a process of communicating with the employee to improve behavior or performance after other methods such as coaching and performance appraisal have not been successful. The process may be used as a disciplinary process to correct non-compliance with policies, misconduct or as a coaching process to improve performance issues. department head - an employee who is responsible for managing and supervising department staff and who reports directly to the Chief Administrative Officer (CAO). We use the term Department heads, managers, supervisors in each policy. This general term refers to the people who are in supervisory and/or management roles and who have authority to act as described in their job description. discrimination - where a distinction is made, whether intentional or not, based on a characteristic, or perceived characteristic that has the effect of imposing burdens, obligations or disadvantages on an individual or a class of individuals not imposed upon others, or which withholds or limits access to opportunities, benefits and advantages available to other individuals or classes of individuals in society. diversity - diversity involves the ways people are different from one another. For example, when we say diversity, we mean not only things like race and ethnicity, sexual orientation, gender and gender identity, socioeconomic status, religion, language, and mental and physical ability, but also a range of ideas and perspectives. drugs - include any of the following: • Prescription drugs: drugs that have been legally obtained with a valid physician’s prescription and are being used as prescribed, under medical supervision • Over-the-counter drugs: drugs that have been legally obtained but do not require a physician’s prescription and are being used as prescribed, under medical supervision • Illegal substances: drugs that cannot be legally possessed under Canadian law, including a wide range of street drugs (e.g., cocaine and crack) and prescription drugs obtained without a valid prescription • Other substances (including alcohol): Include but are not limited to legal or illegal products that can be inhaled, injected, or consumed by other means, that cause impairment or intoxication, and that may be included in the above definitions. equal opportunity - we advertise and encourage applications from all qualified people and prohibit discrimination in employment because of race, colour, creed, gender, gender identity, age, national origin, religion, or disability. equity –occurs when people have equal access to opportunities and advancement when we allocate resources based on individual circumstances. Equality treats all people the same while equity treats people differently so that they can have equal opportunities. essential services (inclement weather) - means a service, facility, or activity of the Municipality that is necessary to ensure the safety and security of the public or continued operation of a critical municipal service. exit interview - this can be done through an interview or an online survey. We want to identify workplace, organizational, or policies and practices that have contributed to an employee’s decision to leave employment. fair market value - the salary ranges an employer must pay to find, keep, and motivate qualified employees. It can also be considered the range an employer would have to pay if required to hire external qualified candidates for those roles. families (EFAP) - for this policy, eligible family members are individuals covered by the employee’s medical benefit package. flexible schedules - flexible scheduling is an alternative to the traditional work schedule. health practices - individual lifestyle practices that affect health, such as physical activity, eating habits, sleeping habits, as well as smoking, alcohol, and drug/substance use. hours of absence - days or hours that an employee is absent with approval. It includes vacation, sick time, bereavement, and leaves of absence. It does not include time absent without approval which is managed through a different process. hours of work - the actual days or hours that an employee is normally scheduled to be at work. It does not include the unpaid meal break (typically lunch). The hours of work per day and week will include a provision for banked overtime and/or overtime pay beyond the regular hours of work. impaired/diminished capacity - the ability to perform one’s job has been affected by drugs and/or alcohol, regardless of how much or how little is consumed. inclement weather - severe or harsh environmental conditions such as snowstorms, ice storms, blizzards, hurricanes and severe tropical systems, tornados, flooding, or any unforeseen act of nature. inclusion –an active, intentional, and continuous process to address inequities in power and privilege and build a respectful and diverse community that ensures welcoming spaces and opportunities to flourish for all (https://equity.ubc.ca/resources/equity-inclusion-glossary-of-terms/). incompetence - the employee lacks the skills or ability needed for the job. indirect personal interest - An indirect personal interest exists when the potential economic benefits or avoidance of economic loss would be experienced by another person or corporation that has a financial relationship with the employee. This may include, but is not limited to, ownership of shares or other securities, or the loan of money or property by, or to, the employee. An indirect personal interest also occurs when the potential benefit, or avoidance of loss, would be experienced by a person who is a relative or spouse of the employee. This also applies if the employee could reasonably be considered to have a personal interest in the economic well-being of that other person. job description - explains the tasks, duties, and responsibilities of a specific job in the organization. The job description includes the purpose of the work, how the work is completed, the working conditions for the position (e.g., outdoor work, driving, focussed attention to detail to prepare complex spreadsheets) and to whom the position will report. The job description is used to set performance expectations and goals during the annual performance planning and review process. The job description is used in the job evaluation process to determine the salary level (classification) for the position. job evaluation - a process completed by one person or a small classification committee (usually made up of representatives from each part of an organization). The job description is reviewed and a rating for each factor is decided. The ratings are added up, and the points are used to determine the range or salary band for the position. jury duty - a jury is a selected panel of citizens who have the responsibility for hearing the evidence in a judicial proceeding and then recording a verdict. For the purposes of our policy, jury duty includes both the jury selection process and time away from work to be a selected juror. layoff - layoff under this policy is a termination due to lack of work or funding. leave of absence - this means an absence from work ranging from one day up to one year. Conditions apply, including eligibility criteria for programs offered through Service Canada. Your pension, benefit plans and other entitlements are impacted by a leave of absence without pay that lasts over 30 days. misconduct - the employee breaks rules for keeping the workplace efficient and safe (e.g., hits someone, breaches safety procedures, etc.). modified return to work - short-term modifications or changes to work to enable an employee to return to work off illness or injury in a safe and sustained way. These modifications are generally in place for up to six weeks after which the employee can return to full duties without limitations or restrictions. parental leave - is an unpaid leave for parents to care for their newborn or newly adopted children. The Labour Standards Code also allows parents to take parental leave to care for their newborn or newly adopted children. This unpaid leave is up to 77 weeks. For employees who also take pregnancy leave, they can take a total of 77 weeks combined pregnancy (16 weeks) and parental (61 weeks) leave. peak periods - these are typically summer, school breaks, and Christmas. permanent full-time employee - an employee who is appointed as a permanent employee and who works at least 35 hours per week and maintains continuous regular employment status. permanent part-time employee - an employee who is appointed as a permanent employee and who works less than 35 hours but more than 20 hours per week and maintains continuous regular employment status. personal problems - these are personal problems that may or may not be affecting an employee’s job performance and can include (but are not limited to) marital issues and breakdown, family substance abuse or gambling, psychological issues, and so on. personal resources - how individuals cope with stress, the sense of control they have over their work and health, and the social support available to them during times of illness, distress, or unhappiness. physical environment - health, comfort, and safety factors of a workplace such as noise levels, toxic substances, air quality, light levels, equipment, and design of the workspace. pregnancy leave - is an unpaid leave for pregnant employees. Pregnancy leave can last up to 16 weeks and can only be taken by the person who is pregnant. This is sometimes known as maternity leave. policy - in this context, a policy is defined as a written or unwritten course or principle of action adopted or proposed by the Municipality of the District of Chester. premiums - the amount an employer and employee pay for benefits coverage (e.g., extended medical benefits). probation - a period to assess the suitability of the employee for the position they have been hired. professional development - professional development means formal training sessions typically offered through an accredited educational institution (e.g., university, community college), agency or continuous learning service; participating in conferences or seminars; on-the-job training; job rotation; employee coaching and mentoring. progressive discipline - a process the Municipality uses to deal with problems caused by the performance of an employee. The goal of progressive discipline is to correct poor behaviour and create a better and more productive employee. red-circled - when an employee’s pay level has reached the top end of their salary range. At this point, the employee is ineligible for any salary increases except for cost-of-living adjustments to the pay band. relatives - for the purposes of this policy, relatives include parents, spouse, common-law spouse (we define common-law as a couple who are co-habiting and publicly represent themselves as a couple), siblings, children, grandparents, grandchildren, aunt, uncle, fiancé, individual with whom the employee resides, in-laws, and step-relationships. remote work arrangements - remote work is an arrangement where an employee has an approved alternative worksite that may be inside or outside of our Municipality and local commuting area. It is typically, but not always, an employee’s residence. Conditions apply to remote work arrangements. requestor (accommodation) - the person requesting accommodations related to disability to enable equitable competition for employment and advancement, perform their job, and fully participate in the organization. retention (stay) interview - a one-on-one conversation with an employee or conversation with a small group of employees to learn more about the reasons why they want to stay with the Municipality or may want to leave. By listening and acting on suggestions, the Municipality may retain top performers. salary range - the range of pay for a level of duties with a minimum and maximum and one or more rates of pay (steps) in between. The level of pay within a level will be established in accordance with performance as noted in this policy. selection committee - this is the name for the small group of people who have been assigned to complete the recruitment process to fill a specific vacancy. The selection committee is typically three people and usually includes the position’s direct supervisor and director plus a representative of Human Resources. Sometimes, a person from another department or a subject matter expert is included. social environment - how social conditions or your environment affect your mental health, for example, employee stress levels and the reasonableness of deadlines, organization and design of work, opportunities to influence how tasks are done, adequacy of training and development, and the interplay of home and work responsibilities. statutory holidays - these are days that are celebrated nationwide or provincially. They are listed in statutes, or laws, and may be paid days off with full pay. step - a salary level within a salary range established for a position. supervisor - an employee who supervises employees. systemic barriers - barriers that are part of the social or administrative structures of an organization. Systemic barriers can involve the physical accessibility of an organization, organizational policies and decision-making processes, or the culture of an organization. The systemic barriers may appear neutral, but they may exclude members of groups protected under the Human Rights Act. Examples of systemic barriers are lack of assistive devices for people with sight loss; lack of sign language interpreters or real-time transcription for the Deaf or Hard of Hearing; inefficient or inappropriate information systems such as moving to online-only services for seniors when many seniors do not have access to or ability to use the online systems. systemic discrimination - patterns of behaviour, policies or practices that are part of the structures of an organization, and which create or perpetuate disadvantage for racialized persons and other marginalized groups. temporary assignments - the formal or informal movement of an employee into a position for a limited period. tobacco - tobacco in any form, whether consumed by smoking, chewing, or as snuff and applies to e- cigarettes and waterpipes and to all combustibles, including vape (“juice”), and cannabis. travelling time - typically travelling time is intended to cover travel by air or extensive driving to other provinces or countries. In some cases, the employee may be required to travel to another country to retrieve the remains of the loved one. unconscious bias - attitudes or beliefs that are held subconsciously and affect the way individuals think and feel about others around them. It can be defined as prejudice in favour of or against one thing, person or group compared to another. This bias is typically a learned stereotype that is automatic and mostly unintentional. Many people have unconscious biases that have been with them since childhood, which they absorb by observing their social, familial, and institutional environments. undue hardship - when accommodation adjustments to the workplace would cost too much or create risks to health or safety. As there is no precise legal definition of undue hardship or a standard formula for determining undue hardship, each situation will be viewed as unique and assessed individually. unfit for duty - reporting to work affected by using or becoming unfit for work over the workday because of using alcohol and other drugs or substances, including cannabis, illegal substances or prescribed and over-the-counter drugs which may impair performance or affect safety at work. vacation year - the Municipality’s vacation year is the same as the fiscal year, April 1 to March 31 of the following year. waiting period - the period an insurance carrier determines an employee must wait before receiving benefits. whistleblower - an employee who calls attention to a questionable or unlawful activity (wrongdoing) to have it ended. whistleblowing - the act of disclosing information about a wrongdoing to someone who can help ensure it ends, and that its perpetrator (person doing the questionable or unlawful activity) is held accountable for their action(s). Whistleblowing offers a mechanism for protecting the public interest. workplace - any place where an employee is or is likely to be engaged in any occupation, and includes any vehicle or mobile equipment used, or likely to be used, by an employee in an occupation. Section 1 Policy Administration Policy Manual & Administration 1.1 POLICY MANUAL & ADMINISTRATION Policy: Policy Manual & Administration Approval Date: January 25, 2024 Section: Policy Administration Effective Date: January 25, 2024 Policy Number: 1.1 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester is committed to effectively managing its human resources. We develop, implement, and maintain our organization’s policies to ensure employees, managers, department heads and the Council understand and apply the policies in a consistent and fair manner. Unless otherwise indicated within each policy, these policies apply to all employees of the Municipality of the District of Chester. Policy Description We outline the responsibilities of employees and managers so they can understand their roles and the decision-making authorities – people with the power to approve – for each policy. The Policy outlines the expectations and obligations for employees and helps to make employment relationships positive. This policy manual is available to employees and managers through our website. This manual: • enables employees to quickly find, read and understand the terms and conditions, requirements, and rules covering their employment with the Municipality • identifies the roles and responsibilities of employees, supervisors, managers, and the Chief Administrative Officer (CAO) under each policy • promotes consistent, fair, and equal administration of policies. We use the term department heads, managers, supervisors throughout each policy. This general term refers to the people who are in supervisory and/or management roles (managers) and who have authority to act as described in their job description. The Municipality reserves the right to amend any part of the Policy, from time to time, at the Municipality's sole discretion. Employees will be notified of policy changes as required. Plain language We use plain language writing and design principles for the policies. That means we use familiar words, active voice where possible and consistent design features (e.g., headings, bulleted lists) so you can easily find information. Policy Manual & Administration Policy conflicts Where there is any conflict between policies adopted by the Municipality of the District of Chester and the provisions set out in a statute (law) of the federal or provincial governments, the Municipality’s policy will be followed if it meets the legal requirements set by statute. Policy development and administration • The policies are tailored to the needs of the Municipality. • Procedures for each policy may be written, updated, and stored in a separate procedures manual. • Policies and procedures are easily accessible to all employees through the website. • Employees attend training on policies, including health and safety training, when offered. • Managers lead by example by implementing and consistently applying policies and procedures.. Responsibilities Chief Administrative Officer (CAO) or delegate • Administer and ensure the review of and update to policies on a regular basis, or as outlined in the policy (e.g., annual review of occupational health and safety (OHS) policies) • Develop or oversee the development of new policies as needed • Review recommendation(s) for a policy exception and provide a rationale for why the request is approved or denied; consider exception requests and decisions in policy review discussions • If a resolution cannot be determined, the CAO will complete a final review and issue a decision Department heads, managers, supervisors • Review and discuss existing and new policies at team meetings to ensure that employees are aware of and can ask questions about policies • Make recommendations to the CAO to approve a policy exception(s) • Provide policy suggestions and updates to the Human Resource Designate or CAO or delegate • Be fair and consistent in representing their direct reports’ interests to other levels of management Human Resource Designate • Track exception requests and decisions and provide a summary report to the CAO • Lead corporate human resources policy development • Provide policy change recommendations to the CAO or delegate • Ensures that Form 1-1 Confirmation of receipt of Human Resources Policies & Procedures is distributed and signed by staff during onboarding and when policies are updated. Employees • Read and follow the policies of the Municipality • Seek clarification on policies from your direct supervisor • Seek clarification or guidance from the Human Resource Designate Section 2 General Policies Standards of Conduct/Conflict of Interest 2.1 STANDARDS OF CONDUCT/CONFLICT OF INTEREST Policy: Standards of Conduct/ Conflict of Interest Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 Policy Number: 2.1 Last updated: January 25, 2024 Purpose Life is full of grey areas where right and wrong are not so apparent. The objectives of this policy are to: • provide employees with guidelines for how to identify and act on potential conflicts of interest and violations of trust • guide employees so they do not place themselves, or permit themselves to be placed, in a position which would result in a conflict of interest or breach of trust • promote high standards of professional conduct and values among municipal employees • outline the consequences of violating our standards of conduct/conflict of interest policy Policy Description The Municipality of the District of Chester believes that the proper operation of municipal government requires our employees to be independent of any external influences or pressures. Our employees are impartial and responsible to the citizens of the Municipality and should not use their position for personal advantage. Employees of the Municipality perform their roles, responsibilities, and personal matters in such a manner that confidence and trust in the honesty, integrity, fairness, and good faith of municipal staff are constant and enhanced. Components of our code of conduct include: • Respect for others - treat people as you want to be treated. Any kind of violence is prohibited, and we do not harass or victimize others; we listen to one another and respect differences • Integrity and honesty - act with honesty, integrity, respect, and fairness while doing your work. Employees are expected to tell the truth and avoid any wrongdoing • Justice - be objective and fair and do not disadvantage others • Accountability and Transparency - act within the letter and the spirit of the law, embrace the public interest, work hard and be responsible for your own work, take responsibility for your actions, communicate truthfully, and ensure public records are easily available while maintaining appropriate privacy and confidentiality • Teamwork - share your knowledge and expertise and help build our corporate knowledge. Do not hesitate to ask for help if you need it. Standards of Conduct/Conflict of Interest The Municipality maintains a work environment that fosters personal and professional growth for all employees. Maintaining such an environment is the responsibility of every employee. Employee Expectations Our employees are expected to: • treat each other in a fair manner, with dignity and respect • be cooperative and communicate with co-workers • promote harmony and teamwork in all relationships • consider opinions of others • encourage growth and development of employees • minimize workplace conflict and, where it does occur, respond fairly, and attempt to resolve it amicably • administer policies, procedures, and practices equitably and fairly, recognizing that all employees play an important role in the success of the Municipality. Breach of trust Our employees do not promote, or try to promote, a direct or indirect personal interest during work as this would be a breach of trust. Examples include: • influencing or trying to influence the Municipality to contract with a person, partnership, or corporation for any purpose in which the employee has an interest • accepting from a person or corporation any profit, commissions, payments, or favours in the way of price or other advantages where the person or corporation has had, has presently, or may have contact with the Municipality, or is seeking any decision, act, advise, comment, endorsement from the Municipality • accepting for any persons or corporations any share of profits, commissions or other payments or favours in way of price or another advantage in exchange for referral of third parties to any such person or corporation. Conflict of interest Our employees immediately notify the Human Resource Designate or Chief Administrative Officer (CAO) or designate, of any conflict of interest or potential conflict of interest. A conflict of interest occurs when, during work, an employee offers or is proposed to deal with any situation in which they have a direct or indirect personal interest (e.g., family, friendship, financial or social factors). It happens whether the employee acts or intends to act in a way which undermines or is inconsistent with the interests and work of the Municipality. A conflict of interest exists when the duties and responsibilities of an employee are compromised by a financial or personal interest which: • is incompatible with the proper execution of their duties; or • would impair or reasonably give the perception of impairing their independence of judgement or action in the performance of their duties. Examples include using your position’s authority for your personal gain or using the Municipality’s resources and confidential information to support a personal money-making business. Standards of Conduct/Conflict of Interest Gifts and benefits Personal integrity and sound business practices require that relationships with vendors, contractors, or others doing business with the Municipality, be such that no employee can be accused of showing favoritism or bias toward the vendor. Consequently, all municipal employees are prohibited from accepting gifts or favors from vendors that would tend to influence him/her in the discharge of his/her duties. Any individual gifts/donations in excess of a value of $25.00 is to be donated to PRO Kids. Direct personal interest A direct personal interest is a non-work-related interest that will provide an economic benefit or avoid an economic loss to the employee. No goods, services, or construction shall be purchased from an employee unless approved by the employee’s supervisor and the purchase is done following our municipal procurement processes. Protection of information Employees shall treat each contact with the public with skill, tact, and objectivity (unbiased, unprejudiced), and shall recognize that such contacts affect the Municipality's public image. Employees acting as official spokespersons for the Municipality must not express personal opinions. Even when not acting in an official capacity, employees must not make disparaging remarks (e.g., make critical comments, mock, or say uncomplimentary comments) in a public manner regarding their employer (i.e., the Municipality) or other municipal employees. Confidentiality of information During employment with the Municipality, employees will be given access to information that is of a personal, confidential, and/or proprietary nature, for example personal information related to employees, residents, program participants and families, and businesses. This may include information such as names, e-mail addresses, salaries, employment information, credit card, banking, or other financial information as well as business and property related information that is not generally public knowledge. Employees are covered by our confidentiality and data protection policies. Except where required by law, employees must not expose or disclose confidential information to which they have access. Employees must not use any confidential or business information for personal use or advantage. If any employee becomes aware of any disclosure of sensitive information, it must be reported immediately to a Department Head or the CAO. Incompatible employment Employees must seek approval to conduct work or render services for private interests, particularly if that employment or service conflicts with or may be perceived to conflict with (or be contrary to) your official duties in the Municipality. Political activity No employee of the Municipality will perform work, either volunteer or paid, on behalf of any political party or candidate during their hours of employment with the Municipality. Standards of Conduct/Conflict of Interest Appointments to committees of Council Soliciting or pressuring members of the Council, directly or indirectly, to obtain preferential consideration related to any appointment to the municipal service shall disqualify the candidate for appointment. Use of municipal property and assets Employees shall not make use of any property of the Municipality for their personal benefit, gain or enjoyment, other than property specifically provided by the Municipality for such use as a benefit of employment. Employees shall only use the Municipality's property, equipment, supplies, and services for activities associated with their work duties unless they have been given permission from the proper authority (e.g., department head or CAO). Reporting violations Employees who have reason to believe that this policy has been violated in any way should report the potential breach in accordance with 2.1. Standards of Conduct/Conflict of Interest Procedures. Protection against retaliation No action will be taken against any employee who, acting in good faith, brings forward such information. No employee will intimidate, suspend, terminate, or impose any other penalty on, or otherwise discriminate against an individual who has made a complaint or given evidence or assisted in any way in the investigation and resolution of potential unethical behavior. Bad faith Employees who make complaints that are fabricated with the intent of damaging the integrity of an individual, or individuals, will be subject to corrective action up to and including termination/dismissal. Investigations of breaches of this policy All investigations under this policy, including conflict of interest inquiries and complaints, will be handled in a confidential manner, to the extent possible. A manager, director, or if needed, the Warden or designate, who receives an allegation of breach of this Code or if a manager or director has reasonable grounds to suspect a breach has occurred, must: • if the matter is in respect of illegal conduct, after discussion with their director notify the police and the CAO and co-operate with police with any resulting police investigation; and/or, • conduct or arrange for an investigation. An investigation will be objective and impartial, regardless of the position, title, length of service or relationship with the Municipality of the employee(s) being investigated. Corrective action for breaches If an investigation finds an employee is guilty of a breach of the code of conduct policy, the corrective action pursued may include progressive discipline up to and including termination. Responsibilities Chief Administrative Officer (CAO) or delegate Standards of Conduct/Conflict of Interest • Implements, reviews, and administers the standards of conduct/conflict of interest policy • Reviews alleged violations of the policy and initiates investigations if needed • Receives and reviews recommendations for policy revisions and advises Council of policy revisions. Council is responsible to make the necessary revisions to the policy • Co-operates with police if unethical behaviour constitutes criminal activity • Follows the policy and conducts themself in an ethical manner Department heads, managers, and supervisors • Ensure staff are following the policy • Conduct investigations in cooperation with the CAO if needed • Review the policy with staff individually or in team meetings to ensure they are aware of and can ask questions about the policy • Advise the CAO of the results of investigations conducted in relation to this policy • Follow the policy and conduct themselves (behave and act) in an ethical manner Human Resource Designate • Review the policy and provide recommendations for change to the CAO • Provide advice to all employees on process to address breaches of the standards of conduct/conflict of interest Employees • Understand and follow the standards of conduct/conflict of interest policy • Conduct themselves in an ethical manner. • Report violations of the policy or revision needs to their supervisor, department head, Human Resource Designate or CAO Working Hours 2.2 WORKING HOURS Policy: Working Hours Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 Policy Number: 2.2 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester provides work schedules for its employees. The objective of this policy is to establish the typical working hours for employees. Policy Description The objectives of this Policy are to: • establish the Municipal Offices hours of operation. • clearly define the hours of work regularly expected of all employees. • familiarize employees of the different classifications of overtime and payment of overtime. Standard hours of work Standard working hours for the Municipality are Monday to Friday, 8:30 a.m. to 4:30 p.m., excepting statutory holidays or other closures as deemed by the Chief Administrative Officer. This means that the public can expect offices to be open for business during these times and services will be provided during these hours. Adequate Coverage Department Heads are responsible for ensuring adequate coverage and ensuring public inquiries are able to be addressed during regular working hours. Different parts of the operations may have longer hours in order to provide a necessary level of service to the public. Some positions will require alternative schedules to accommodate operational needs. An employee’s offer of employment and/or position description will detail the weekly working hours. Breaks Full-time employees work a 35-hour week not including the meal break. Most employees work Monday to Friday, from 8:30 to 4:30. However, some positions may have different working hours due to a flexible work schedule or weekend and evening work. Employees are also entitled to two 15-minute rest breaks as outlined in the Nova Scotia Labour Standards Code for Nova Scotia. Schedules Flexible work hours may be different from standard working hours. However, the employee and supervisor must agree on the designated hours of work as outlined in the Flexible Work Policy. The Working Hours employee must establish a regular schedule including specific days and hours; the employee’s supervisor must approve any changes to the schedule before they happen. Overtime for all eligible employees must be pre-approved by the department head before overtime is worked; without preapproval, employees may be voluntarily working overtime. All overtime provisions are outlined in the overtime policy. Senior management Department heads and senior management staff do not have established hours. Within reason, these employees are expected to work the hours necessary to complete their work. Public and committee meetings Employees required to attend public meetings outside of their normal working hours are on call-out and will be compensated for the actual hours worked or a minimum of three hours, whichever is greater. Paid and unpaid work breaks The Municipality recognizes the need and benefit for all employees to take work breaks during work hours. Our full-time employees are entitled to two paid 15-minute work breaks (one mid-morning and one mid-afternoon). Supervisors and employees will determine the best time for the breaks so that they do not unduly disrupt the workflow. Employees are entitled to one 60-minute unpaid lunch break. Part-time employees are entitled to take work breaks and we follow the standard established in the Labour Standards Code for Nova Scotia. Responsibilities Chief Administrative Officer (CAO) • Ensure standard working hours are set for the Municipality Department heads, managers, supervisors • Set work schedules, including break times, for employees • Monitor employee working hours including paid and banked overtime and ensure sufficient staffing in the department Human Resource Designate • Advise an employee’s supervisor of any vacation overuse balances for employees prior to processing a resignation or termination Employees • Follow their work schedule set by their supervisor • Record their hours of work and overtime compensation and use their banked overtime days within one month of accrual whenever possible Employment Status 2.3 EMPLOYMENT STATUS Policy: Employment Status Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 Policy Number: 2.3 Last Updated: January 25, 2024 Purpose This policy provides a description of the types of employment status appointments for people hired by the Municipality of the District of Chester. Employment status sets the limits for the type of employee the employee is being hired to be. These statuses include labels like permanent full-time employee, term employee, casual or contract employee. Policy Description We want to ensure employees understand their employment status. This policy provides the framework or structure to ensure fair and equitable terms and conditions of employment. Recruitment notices outline the employment status for the position. Successful applicants in a recruitment process are advised of the terms and conditions of their position prior to a formal offer of employment. Employment Categories Our employment status categories are: casual employee - an employee who is appointed as a casual and who works sporadic hours as and when required. contract employee - an employee who is hired to perform a specific task, and the period of employment may or may not be specified in advance. permanent full-time employee - an employee who is appointed as a permanent employee and who works at least 35 hours per week and maintains continuous regular employment status. permanent part-time employee - an employee who is appointed as a permanent employee and who works less than 35 hours but more than 20 hours per week and maintains continuous regular employment status. term employee - an employee who is hired to occupy a full-time or part-time position for a specified time. Responsibilities Chief Administrative Officer (CAO) • Responsible for the administration of the role and employment status of employees Employment Status Department heads, managers, supervisors • Explain the role and employment status of a position when recruiting, ensuring the applicant understands the terms and conditions of the position prior to a formal offer of employment • Answer employee questions about employment status Human Resource Designate • Ensure the employee’s employment status is included in the hiring letter or other instruments of appointment and the person’s pay and benefits are properly administered Job Descriptions 2.4 JOB DESCRIPTIONS Policy: Job Descriptions Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 Policy Number: 2.4 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester is committed to maintaining a workforce that demonstrates the values and visions of the organization. Staff are made aware of the job skills, duties, values, and qualifications through job descriptions. The objectives of this policy are to: • promote a clear understanding between the employer and the employee of the duties and responsibilities of each position • show how the job description is used in the annual employee performance evaluations Policy Description Employee Duties Accompanying each employee’s employment offer is a description of the job(s) and the associated responsibilities, along with any additional tasks possibly required. This document will be used to evaluate the performance both during the probationary period and after. If an employee is unsure of its contents, they should not hesitate to ask for clarifications. Job descriptions are reviewed periodically for relevance. The Municipality reserves the right to make reasonable changes to an employee's job duties and responsibilities in order to properly manage its business and adapt to changing conditions. Review of Job Descriptions The Chief Administrative Officer (CAO) works with the department heads and their staff to ensure that job descriptions are written for all full-time and part-time employment positions of the Municipality. Job Descriptions are reviewed annually with employees during their Annual Review. Current job descriptions are maintained for all employees of the Municipality. We regularly review our processes and organization to ensure job descriptions are accurate and roles and responsibilities for specific functions are clear. We want you to know who, how, and which department is responsible for our services. The Municipality maintains job descriptions to accurately describe the normal, on-going responsibilities of a position (not single events or special projects). It is the responsibility of Manager and Directors to ensure that these are updated in a timely fashion to reflect position responsibility changes. Format of job descriptions Job descriptions are written using a template and include the following headings (where relevant): • Position Title • Employment Status • Hours of Work • General Responsibilities Job Descriptions • Specific Duties • Reporting Relationship • Supervisory Responsibilities • Maintains Liaison With (key contacts) • Minimum and Preferred Qualifications • Position Classification Level Responsibilities Municipal Council • Approve the job description for the CAO Chief Administrative Officer (CAO) • Approve department head and manager job descriptions • Ensure job descriptions are written for all full- and part-time positions of the municipality • Approve any changes to this policy Department head, managers, supervisors • Ensure that all job descriptions for employees under their supervision are developed and maintained • Notify the Human Resource Designate of any changes in the content of job descriptions • Ensure employees have a good understanding of their duties and responsibilities through annual performance plan and review discussions Human Resource Designate • Maintain copies of all archived and current job descriptions and their job evaluation ratings • Develop and review templates for job descriptions • Ensure newly created positions have job descriptions and job evaluation ratings prior to posting a vacancy Employees • Read and understand their job description and clarify duties, responsibilities, and reporting relationships as needed • Discuss changes to the job description with your direct supervisor Personnel Records 2.5 PERSONNEL RECORDS Policy: Personnel Records Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 Policy Number: 2.5 Last Updated: January 25, 2024 Purpose We respect our employees, and we commit to the safekeeping of their employment and personal records during and after their employment with the Municipality of the District of Chester. The objective of this policy is to provide guidelines for the maintenance of, and access to, employee personnel records. Policy Description The personnel records policy describes the information stored in a personnel file plus the maintenance of our employees’ personnel records as per applicable law. We protect our employee records and value the trust our employees have in our collection, storage, and security of their personal information. Contents of files There is only one official personnel file, and it is securely stored in the human resources office. The personnel files include an employee’s employment-related information such as: • employment applications • résumé • offer letter(s) • fully executed employment contracts • compensation information and changes • benefit information and related forms • personal changes • probationary period reports • medical certificates • requests for accommodation • official complaints submitted by the employee • performance evaluation(s) • formal performance-related communications to employees, • formal disciplinary documents • policy acknowledgment • separation documents • training documents and certifications An employee may not place any document or information directly on their personnel file. Information of a disciplinary or complimentary nature must be placed on file by the employee's supervisor or with the supervisor's consent. An employee is allowed to place responses to appraisals or disciplinary action on the personnel file. This must be done through the employee's supervisor so that the supervisor is aware of the information on the personnel file. Personnel Records Access to files Personnel files are strictly confidential and may only be viewed upon the approval of the Chief Administrative Officer (CAO) or Human Resource Designate. Access to personnel files is restricted to only those persons who must deal with the information in the performance of their duties. An employee can access a partial digital personnel file at any time. As well, an employee can review their personnel file with reasonable notice. Typically, a representative from human resources is available and will copy material as requested. The personnel file will not be removed from the premises. Former employee personnel files The Human Resource Designate ensures that the personnel file for any former employee is securely stored. A former employee may access their personnel file upon request. Access requests for the file are submitted to the Human Resource Designate for review. These files will be kept for a minimum of six years from the time the former employee no longer has any connection to the Municipality, i.e., retiree group, health, dental insurance, or legal matters. Responsibilities Chief Administrative Officer (CAO) • Ensure processes related to the collection and storage of employee information meet access and privacy laws Department head, managers, and supervisors • Ensure material for placement in the employee file is provided to the Human Resource Designate in a timely manner Human Resource Designate • Ensure the personnel files are accurate, up-to-date, and secure. Access requests are submitted to the CAO and Human Resource Designate for review and approval Employees • Responsible for providing the required documentation on training and certifications to the Human Resource Designate • Responsible for updating the Human Resource Designate on any changes of any significant life events that may impact working or personnel benefits Human Resource Planning 2.6 HUMAN RESOURCE PLANNING Policy: Human Resource Planning Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 Policy Number: 2.6 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester is committed to effectively managing its human resources. We recognize that changes in our workforce and our management are inevitable. We develop plans to help us ensure the business of the Municipality continues with minimal interruption. The objectives of this policy are to: ▪ establish a human resource framework to ensure that the Municipality is supported by a professional staff that has the knowledge, skills and abilities to achieve current and future objectives ▪ support a versatile workforce that can adapt to meet changing needs ▪ promote organizational reviews and process reviews to ensure the Municipality’s work is current, effective and efficient ▪ promote building leadership capacity within the Municipality ▪ promote knowledge transfer within career streams in the Municipality ▪ inform employees of the need for human resources planning ▪ promote a safe and healthy workplace that supports the well-being of employees Policy Description Human resources planning Human resources planning enables the Municipality to meet our strategic goals and operational plans to deliver programs to citizens. We strive to keep up with social, economic, legislative, and technological trends that impact human resources in our municipal sector. Human resources planning activities include conducting process reviews, organizational reviews, and succession management plans. We will review processes to identify inefficient practices and to incorporate new technologies. This will ensure we are efficient and able to implement new programs and systems as required. We will also continually review positions as they become vacant and during annual planning processes to ensure positions and resources are aligned to meet current needs. Succession management plans Each department head works with the Human Resource Designate to develop a departmental succession plan as required. Succession plans involve identifying key positions and individuals who show the potential needed for progression into targeted positions and leadership within the Municipality. The departmental succession plan may be rolled into a municipality-wide succession plan. Our goal is to provide continuity in leadership and prepare candidates for positions that become vacant Human Resource Planning due to retirement, resignation, death, or new business/program opportunities. Organizational reviews Every organization reviews how they are organized to ensure they can respond to the demands of social, economic, legislative, and technological changes. If positions and employees are impacted by organizational change, we work with department heads and employees to minimize negative outcomes. Employees may be placed into positions without competition or restricted competitions may be held to minimize layoffs. Responsibilities Chief Administrative Officer (CAO) or delegate • Ensure a strategic human resource plan is in place for the Municipality • Ensure human resources planning activities (process reviews, organizational reviews, succession management plans etc.) are completed or reviewed annually • Ensure organization reviews are conducted in a timely manner and changes are communicated using change management strategies to minimize impacts for staff Department heads, managers, supervisors • Develop and implement human resource planning activities • Ensure employee performance reviews are in place for each employee • Work with employees to development and professional development plans identifying competencies and areas for development • Ensure process reviews and organizational reviews are conducted and trends and changes identified • Work with the employee and Human Resource Designate to provide information to employees to help them with their personal and professional development plans Human Resource Designate • Provide data to assist department heads and the CAO with human resource planning activities • Assist department heads with all areas of human resource planning • Participate in the strategic human resource planning process with the CAO and department heads • Provide change management strategies to the CAO and department heads Employees • Participate in discussions about their personal and professional goals • Seek opportunities to develop skills and knowledge within the Municipality Job Classification 2.7 JOB CLASSIFICATION Policy: Job Classification Approval Date: January 25, 2024 Section: General Policies Effective Date January 25, 2024 Policy Number 2.7 Last Updated: January 25, 2024 Purpose The objectives of this policy are to: • establish how and when a position is evaluated and a salary level set • promote consistency in how job descriptions are rated under the job evaluation plan • outline when an employee or supervisor can appeal a job evaluation decision Policy Description The Municipality has a job evaluation plan that measures 13 factors with five to six levels each. The plan allows us to evaluate different roles fairly and ensures that salary assignments are consistent. All existing and new positions in the Municipality are rated using the Municipality’s job evaluation plan. During the annual performance planning and review process, an employee and the supervisor review the employee’s job description to ensure the job description is up to date. Appealing a job evaluation decision An employee or supervisor may request a re-evaluation of a position if there have been significant changes to a job description or if they feel that the job evaluator or job evaluation committee did not fully consider all relevant information. The employee and supervisor are responsible for providing information, including examples, to support their concerns. Factors in job classification process Our job evaluation plan is a factor-based plan. It uses 13 factors or elements when establishing a position’s salary level. Each factor has five to six rating levels. The factors are grouped into categories that include knowledge, training, and experience; problem-solving and decision-making; scope and complexity; impact and accountability; internal and external contacts (and the purpose of the contacts); and working conditions. Factor Description Factor Weight Knowledge, Training, Experience 18% Problem-Solving and Decision-Making – Analysis and Judgment 6% Problem-Solving and Decision-Making – Planning and Organization 6% Scope and Complexity – Policy and Service Development 9% Scope and Complexity – Freedom to Act 9% Impact and Accountability – Financial and Physical Resources 9% Job Classification Impact and Accountability – Human Resources 9% Impact and Accountability – Information Resources 9% Internal and External Contacts 9% Working Conditions – Physical Skills 4% Working Conditions – Physical Effort 4% Working Conditions – Mental Effort 4% Working Conditions – Environmental Demands 4% 100% Responsibilities Municipal Council • Approve the pay band for the Chief Administrative Officer • Approve any changes in this policy which may be considered appropriate by Municipal Council Chief Administrative Officer (CAO) • Approve the job evaluation plan used in the Municipality • Ensure the job classification policy and job evaluation plan are regularly reviewed and updated • Assign an individual or committee to conduct job evaluation reviews • Considers requests for re-evaluation and confirms decision in writing Department heads, managers, supervisors • Ensure that all job descriptions are developed or updated and rated under the job evaluation plan • Review job descriptions with employees during the annual performance planning and review process • Notify Human Resource Designate of significant changes in duties or qualifications for a position and initiate the job classification process • Prepare documents to support an appeal on a job evaluation decision Human Resource Designate • Provide information and or training to staff on the job evaluation factors to ensure job descriptions are accurate and highlight information needed to complete a job evaluation rating • Draft classification ratings on new and changed positions for review by the CAO • Maintain copies of all job descriptions, and subsequent reviews of job descriptions, on file within the municipal office Employees • Write down and discuss changes to the job description with your direct supervisor Job Classification • Discuss concerns with a job evaluation decision with the supervisor or department head; provide information and documents to support your concerns Dress Code and Appearance 2.8 DRESS CODE AND APPEARANCE Policy: Dress Code and Appearance Approval Date: January 25, 2024 Section: General Policies Effective Date: January 25, 2024 Policy Number: 2.8 Last updated: January 25, 2024 Purpose In the Municipality of the District of Chester, we are lucky to serve many district clients with diverse needs. Our success depends on the support of our community, and for this reason we strive to present a professional image. The objective of this policy is to guide employees on the required standards of dress and appearance. Policy Description As a public service organization, our employees wear clothing that is respectable and safe. We take pride in our appearance and conduct when serving the public. Business attire guidelines Each department may have specific requirements for workplace appropriate attire which apply and employees are requested to do so according to their role and duties. Employees who are required to wear protective clothing and equipment should refer to Policy 8.5, Work Clothing and Equipment, and 8.1 Occupational Health and Safety. Casual Friday and Monday Staff who choose to participate in Casual Fridays or Casual Mondays may dress more casually in the office on those days. Appropriate professional clothing shall be worn on Casual Days when staff will be representing the Municipality at an official function and or meeting. Clothing that contains offensive themes or imagery is not permitted at any time. Participation in the Casual Friday and Monday shall include a donation to charity. Each year, staff will be polled on potential charities or organizations to receive the donations. Responsibilities Chief Administrative Officer (CAO) • Ensure that the dress code policy is reviewed as needed Department heads, managers, supervisors • Ensure employees are appropriately dressed for their role in the Municipality • Speak to an employee immediately if you have concerns with their clothing and appearance • Ensure employees understand the importance of meeting standards and expectations in the workplace Human Resource Designate Dress Code and Appearance • Ensure an annual pole is conduct an annual poll on potential charities or organizations to receive donations collected for Casual Days Employees • Be clean and tidy in appearance and wear clothing that is appropriate for your role in the Municipality (wear safety clothing, PPE and or business casual clothing) • Avoid clothes that are offensive or inappropriate (e.g., T-shirts that contain swear words, short shorts with frayed edges, jeans with holes) • Meet the standards and expectations in the workplace Section 3 Employee Relations and Respectful Workplace Accommodation 3.1 ACCOMMODATION Policy: Accommodation Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 Policy Number: 3.1 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester is committed to providing an environment that is inclusive and that supports employees. We recognize that life and health circumstances can change over time. We work with our employees to provide a workplace that is respectful and free from discrimination and workplace barriers. The objectives of this policy are to: • inform employees about workplace accommodations • outline the process for the employee to ask for an accommodation • outline the employee and employer responsibilities in the accommodation process Policy Description We embrace diversity and inclusivity in the Municipality of the District of Chester. We respect our responsibility to adapt or adjust facilities, services, or employment requirements to the needs of an individual or group protected by human rights legislation up to the point of undue hardship. An accommodation may involve providing services, adaptations, equipment, adjustments, modifying duties, or job transfers that enable individuals who meet job qualifications to participate in recruitment, hiring, advancement, employment and employment-related activities. An accommodation under this policy is typically for long-term or permanent situations and can include adjustments to working conditions, work assignments, policies, rules, practices, programs, or the physical work environment. Asking for Accommodation We encourage employees to tell us when they need accommodation to do their work. We commit to working with employees and, when appropriate, their health professionals to identify and implement reasonable accommodations based on the employee’s unique circumstances. Accommodation process The accommodation process is applied on an individual basis, and the successful implementation of the duty to accommodate requires the cooperation and participation of employees, supervisors, department heads, and other municipal staff. Sometimes the accommodation process is a lengthy process, and we may seek assistance from health professionals (e.g., medical doctors, occupational therapists), to ensure we can create a safe and sustainable workplace accommodation. Accommodation Short term modifications Short-term modifications to work to allow an employee to return to work off illness or injury can be arranged by the employee, department head and Human Resource Designate. These modifications are temporary in nature , and the employee is able to return to full duties without limitations or restrictions. Confidentiality Our managers and human resources staff maintain confidentiality about all medical information. Information shared with supervisors only includes what is necessary and is limited to the limitations and restrictions an accommodation is intended to address. We do not ask for any information on the diagnosis, but rather, what about the employee’s ability makes an accommodation necessary. Responsibilities Chief Administrative Officer (CAO) • Provide leadership, advice, and support to Department Heads and the Human Resource Designate regarding the accommodations process Department head • Implement, communicate, support, monitor, document, and consistently apply this policy and process • Provide leadership, advice, and support to departments, the requestor, and the requestor’s immediate supervisor • Coordinate/lead the accommodation planning process and work with the employee, Human Resource Designate, and medical professionals as required • Explain the medical documentation needed to the requestor and, if needed, provide a written description of the physical and mental demands of the employee’s current role to help the employee and their medical practitioner to understand the role and options in the workplace • Review, evaluate and adjust the implemented accommodation regularly; discuss adjustments with the employee and Human Resource Designate and, if required, confirm adjustments with the employee’s medical practitioner Managers and supervisors • Proactively participate in and support accommodation planning and implementation • Document and provide updates to the department head or designate regarding accommodation efforts • Monitor the implemented accommodation and schedule check-ins with the employee to ensure the accommodation is meeting the employee’s needs • Consult with the department head or Human Resource Designate regarding the evaluation of the implemented accommodation and recommend adjustments as necessary • Consult with the department head and/or Human Resource Designate if you are concerned that an employee may require accommodation but has not yet requested one Human Resource Designate • Oversee accommodation requests and assist department heads, managers, and supervisors to identify, implement and monitor accommodations Accommodation • Provide reports to the CAO as requested • Provide information about the accommodation process and duty to accommodate to employees at regular times such as annual performance evaluations or staff meetings Employees • Notify their supervisor of any accommodation needs, whether temporary or permanent • Understand the accommodation process and help to identify potential accommodation options, if possible, for their current position • When requested, provide medical documentation to support the accommodation request, with a focus on physical and mental demand restrictions or limitations • Cooperate and actively participate in accommodation planning, implementation, and monitoring; examine accommodation options • Accept reasonable accommodations, even if it is not their preferred accommodation option • Work with their supervisor, Human Resource Designate and or the department head on an ongoing basis to review and adjust the implemented accommodation as required • Promptly alert the supervisor of changes impacting their ability to perform the role Equity and Diversity 3.2 EQUITY AND DIVERSITY Policy: Equity and Diversity Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 Policy Number 3.2 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester is committed to building a workforce that is reflective of the diversity of Nova Scotians. To reach our goals, we realize that we need to work with our employees and potential employees to create and build a welcoming and inclusive workplace. The objectives of this policy are to: • inform employees on how to identify and help eliminate systemic barriers and systemic discrimination in the Municipality’s workplaces • establish a common understanding of equity and diversity in all departments within the Municipality so we can create internal (employee-focused) and external (citizen-focused) policies, programs and services that promote equity and diversity • promote the Municipality as a safe place for all employees to work, where our employees understand and embrace equity and diversity Policy Description The Municipality is committed to embedding the principles of equity, diversity, and inclusion into the way it does business, delivers service, and provides opportunities. The prevention of discrimination and promotion of equity, diversity and inclusion is essential to the success of the Municipality's operations. We are committed to building diversity in our workforce. To do so, we strive to create a workplace that promotes human rights and builds awareness of diversity which includes the grounds in the Human Rights Act. Examples of these grounds are age, race, colour, religion, creed, sex, sexual orientation, gender identity, gender expression, disability, irrational fear of contracting an illness or disease, ethnic, national, or aboriginal origin, family status, marital status, source of income, political belief, affiliation, or activity. The Municipality will conduct its employee-related actions and programs on the principles of equity, diversity, and inclusion. This includes recruitment, pay, benefits, promotions, and training. The Municipality promotes its equity and diversity policy by asking all employees to help identify and eliminate systemic barriers, systemic discrimination, and unconscious bias. We will create an inclusive organization where diverse employees feel valued for their knowledge and skills. We include an equity and diversity statement in all correspondence, media communication and printed matter for employment and hiring purposes. This statement promotes our culture that welcomes and values diversity. We encourage applications from all interested and qualified applicants. Equity and Diversity Discrimination is prohibited This policy prohibits discrimination in the workplace in the provision of goods, services, and facilities to the public, and in the administration of contracts as defined by human rights legislation. The Municipality does not condone any form of discrimination. It endorses and embraces the Nova Scotia Human Rights Act, which prohibits discriminatory practices. We make all reasonable efforts to accommodate employees in the workplace as set out under the Act. The Municipality will strive to create an environment where personal accountability and self-awareness are expected, and harassment, discrimination and bullying are not tolerated. Complaints Employees who feel they are affected by discrimination are encouraged to discuss their concern with their direct supervisor, their department head or the Human Resource designate. Where necessary the Discrimination & EDI Complaint Procedure will be used to address any concerns or complains and we will work with the employee(s) to resolve the issue and, as appropriate, apply corrective measures. Responsibilities Chief Administrative Officer (CAO) • Promote equity, diversity, and inclusion in the Municipality • Include equity, diversity, and inclusion goals in performance reviews with department heads Department heads, managers, and supervisors • Ensure staff are following the policy and create and maintain a welcoming and respectful environment • Ensure that all operations are performed in a non-discriminatory fashion • Include equity, diversity, and inclusion goals in performance reviews with staff • Attempt to resolve issues raised by employees Human Resource Designate • Promote a welcoming and respectful environment • Provide training to employees and managers • Attempt to identify and resolve workplace issues in a timely and open manner • Provide opportunities for diverse employees to support efforts to increase equity, diversity, and inclusion in the workplace Employees • Support and genuinely cooperate with all aspects of the Human Rights Act, this policy and our equity, diversity, and inclusion initiatives and practices • Consider potential new inclusionary practices while performing your duties • Attend training as instructed or offered • Treat all employees and clients with dignity and respect and in a fair and non-discriminatory manner in all employment-related dealings. • Identify systemic barriers and systemic discrimination within the Municipality so that we can begin to work to remove them Respectful Workplace 3.3 RESPECTFUL WORKPLACE Policy: Respectful Workplace Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 Policy Number: 3.3 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester is committed to ensuring our working environment is free from harassment and discrimination. The objectives of this policy are to: • maintain a working environment that is free from harassment and discrimination • provide education about harassment and discrimination • establish a mechanism for receiving complaints of harassment and discrimination and provide a procedure by which the Municipality will deal with these complaints. • establish regular updates of a preventative plan that addresses risk assessment of potential violence on municipal work sites • ensure that incidents of violence are properly reported, investigated, and documented • prevent workplace violence and where necessary, respond appropriately to workplace violence Definitions complainant - the individual who files the workplace harassment complaint. harassment - engaging in a course of upsetting comments or conduct that is known, or ought reasonably to be known, to be unwelcome. It may include unwelcome, unwanted, offensive, or objectionable conduct that may have the effect of creating an intimidating, hostile or offensive work environment, interfering with an individual's work environment, adversely affecting an individual's work performance, adversely affecting an individual's employment relationships and/or denying an individual dignity and respect. Harassment may result from one incident or a series of incidents. It may be directed at specific individuals or groups. respondent - the individual or individuals who are alleged to have said or done something that has resulted in a workplace harassment/discrimination complaint. sexual harassment - is defined in the Nova Scotia Human Rights Act and means: • any sexual conduct or a course of comment that is known or ought reasonably to be known as unwelcome; • a sexual solicitation or advance made to an individual by another individual where the other individual is in a position to confer a benefit on, or deny a benefit to, the individual to whom the solicitation or advance is made, where the individual who makes the solicitation or advance knows or ought reasonably to know that it is unwelcome; or • a reprisal or threat of reprisal against an individual for rejecting a sexual solicitation or advance Respectful Workplace Policy Description Everyone has the right to work in an environment free from any form of harassment and unacceptable workplace behaviour. The Nova Scotia Human Rights Act prohibits harassment and discrimination based on race, colour, creed, nationality, aboriginal or ethnic origin, ancestry, religion, age, gender, marital status, family status, source of income, sexual orientation, disability, irrational fear of contracting diseases, political belief, affiliation or activity or association with those having characteristics listed above. The Municipality goes beyond the scope of the Act, and prohibits harassment, discrimination, violence and bullying in the workplace. Harassment Our anti-harassment policy expresses our commitment to maintain a workplace that’s free of harassment, so our employees can feel safe and happy. We will not tolerate anyone intimidating, humiliating or sabotaging others in our workplace. "We also prohibit willful discrimination based on any NS Human Rights protected class.. Workplace harassment/discrimination can be verbal or physical, deliberate, unsolicited or unwelcome, and may consist of one incident or several incidents. Harassment is a broad term and may include seemingly harmless actions, like gossip. We can’t create an exhaustive list, but here are some instances that we consider harassment: • unwelcome remarks, jokes, or innuendos in relation to any of the categories mentioned in the above section • sabotaging someone’s work on purpose • engaging in frequent or unwanted advances of any nature • displaying racist or other offensive material • intimidation • verbal abuse or threats • practical jokes which cause awkwardness or embarrassment • action intended to undermine the self-respect of an individual • physical assault Some examples of what is considered sexual harassment are: • unwelcome remarks, jokes, or innuendoes about a person’s body, gender, or attire • displaying pornographic or other offensive or derogatory pictures or written materials • unwelcome invitations or requests, whether indirect or explicit, and intimidation • unwelcome physical contact such as touching, patting, or pinching • reprisal or threat of reprisal against an individual for rejecting a sexual solicitation or advance • leering or other obscene or offensive gestures • stalking • sexual assault If an employee is subjected to harassment by individuals conducting business with the Municipality, the Municipality acknowledges its responsibility to do all in its power to support and assist the person subject to such harassment. Respectful Workplace Discrimination The Municipality values its employees and is committed to providing a work environment in which all individuals are treated with dignity and respect. Everyone has the right to work in a professional atmosphere that promotes equal opportunities and prohibits discriminatory practices. Workplace bullying Workplace bullying is a repeated pattern of inappropriate behaviour, direct or indirect (aggressive or passive), whether verbal, physical, or otherwise, performed by one or more persons against another employee or group of employees, which could reasonably be regarded as undermining the individual’s right to dignity at work. While this is not a complete list, bullying tactics can include: • Falsely accusing target of errors that were not made • Staring, glaring, non-verbal intimidation • Discounting thoughts and feelings in meetings • Silent treatment • Making up “own” rules • Disregarding satisfactory or excellent work • Rumours and malicious gossip • Turning others against the target • Yelling, screaming - public humiliation • Abusing evaluation process • Using confidential information to humiliate a person • Retaliation • Encouraging a person to transfer or quit • Sabotage We do not accept and will not tolerate harassment or bullying behaviour towards an individual. All employees, officers, and appointed officials have the right to work in an environment free from harassment and bullying. Workplace violence Workplace violence means any act of violence by or toward public/employees while the employee is engaged in an activity or working for the Municipality. Workplace violence can extend beyond the actual workplace, occurring, for example, while an employee is travelling for work, working offsite, or working after hours. It can include: • threats, including a threatening statement or threatening behaviour that gives an employee reasonable cause to believe that they are at risk of injury • conduct or attempted conduct of a person that endangers the physical health or physical safety of an employee Some examples of violence include shaking fists, destroying property, throwing objects, expression of intent to inflict harm, hitting and other acts of physical assault, robbery, and arson. We do not accept and will not tolerate violence in the workplace. Respectful Workplace Complaint Process All harassment inquiries and complaints will be handled in a confidential manner. Where an investigation is required, the investigation will be handled with as much discretion as is consistent with obtaining the information needed to decide on the complaint. Retaliation against a complainant will not be tolerated. No member of management or staff will intimidate, suspend, terminate, or impose any other penalty on, or otherwise discriminate against an individual who has made a complaint, or given evidence, or assisted in any way, in the investigation and resolution of a complaint of harassment. Investigations cannot be undertaken on the basis of an anonymous complaint. However, when a potential problem is brought to the attention of a supervisor, it will not be ignored. The potential problem will be actively monitored, and, when necessary, steps will be taken to correct the situation. Discipline/Corrective Action Where a complaint has been proven, the Municipality will then determine corrective action. Remedies may range from a verbal or written reprimand to a suspension or termination. Verbal counselling or a written warning may include a recommendation for professional counselling. A member of management who receives a harassment complaint or is aware of harassment and fails to take the appropriate action will be subject to disciplinary action. Confidentiality The Municipality will respect and protect the confidentiality of the Complainant, Respondent and anyone else involved in a complaint and/or investigation to the extent possible. However, the Municipality cannot guarantee the confidentiality of any participant. The Municipality's obligation to conduct an investigation into the alleged complaint may require limited disclosure. No record of the complaint will be maintained in the personnel file of the Complainant. If there is a finding of improper conduct that results in disciplinary action, it will be reflected only in the file of the person who engaged in such conduct, in the same way as other disciplinary action. Protection from Retaliation Complainants have the right to file a complaint without fear of embarrassment or reprisal. Retaliation against a complainant will not be tolerated. No member of management or staff will intimidate, suspend, terminate, or impose any other penalty on, or otherwise discriminate against an individual who has made a complaint, or given evidence, or assisted in any way, in the investigation and resolution of a complaint of harassment. The Municipality will not in any way penalize or retaliate against an employee who in good faith makes a complaint of harassment. The Municipality will not tolerate any retaliation against an employee for having complained of harassment, participated, or co-operated in an investigation of a complaint. An employee who is found to have retaliated may be subject to disciplinary action. The Municipality encourages employees to co- operate in any investigation of harassment. Respectful Workplace Good Faith The Municipality is committed to taking harassment complaints seriously. Employees who make-up complaints and damage the trustworthiness and reputation of a person or a group of people, may cause themselves to be subject to disciplinary action, up to and including dismissal. Workplace risk assessment The Municipality of the District of Chester demonstrates its commitment to a safe working environment through its respectful workplace police. We will use regular policy reviews, and workplace risk assessments and violence prevention plans to address and prevent any workplace violence, harassment and bullying as necessary. Workplace risk assessments can be used in many situations, including: • identifying an employee who may become violent in the workplace (e.g., during a termination meeting) • working with senior management to have a communication plan and risk assessment/action plan in place prior to implementing a Council decision that my upset citizens • working with an employee who may be a victim of violence (e.g., discloses a risk of violence due to leaving an abusive relationship) Violence prevention plan Once the assessment is complete, safety procedures and work area arrangements (violence prevention plans) can be created to eliminate or reduce the risk of violence in the workplace. Enforcement, threats, threatening conduct, or any other acts of aggression or violence in the workplace will not be tolerated. Any employee determined to have committed such acts will be subject to disciplinary action, up to and including termination. Management Rights/Responsibilities Harassment and bullying do not include, nor should they be mistaken with the exercise in good faith of the Municipality’s managerial/supervisory rights and/or responsibilities. More specifically, but without limitation, feedback about job performance; corrective action for errors or mistakes; coaching/mentoring about job requirements; discipline for unacceptable behaviours; auditing of work or procedural actions, and/or need to increase standards or quality are all managerial/supervisory rights and/or responsibilities of the Municipality and do not constitute harassment or bullying. Responsibilities Chief Administrative Officer (CAO) • Review the workplace harassment policy periodically to ensure its effectiveness • Review any recommended changes to the workplace harassment policy and procedures • Ensure that workplace harassment and or discrimination is not condoned by the Municipality • Review the workplace violence policy annually • Ensure workplace violence risk assessments are conducted by Department heads • Review and approve workplace violence prevention plans • Act on allegations of violence, ensure investigations are completed, and determine follow-up actions, including discipline or termination if warranted Respectful Workplace • Promote Employee and Family Assistance Program (EFAP) services Department heads • Ensure that reported incidents of harassment and/or discrimination are investigated in a prompt and objective manner by person(s) viewed to be impartial to the complainant and the respondent • Ensure that staff members have an opportunity to obtain confidential advice regarding harassment and/or discrimination • Ensure that staff members are educated regarding the issues relating to harassment and/or discrimination and the Municipality’s workplace harassment policy • Take steps to protect workers from workplace violence • Complete an annual workplace risk assessment • Provide employees with training and supports to de-escalate situations, report violence, and seek the help of EFAP if needed Managers and supervisors • Ensure employees have access to the Municipality’s workplace harassment policy and procedures and are provided with the opportunity to attend internal training programs • Ensure the work environment within the department discourages harassment and/or discrimination and supports individual dignity and respect • Ensure formal complaints about harassment and/or discrimination are referred immediately to the department head, or the highest-level manager not involved in the allegation • Maintain confidentiality regarding harassment and/or discrimination complaints and investigations Human Resource Designate • Ensure staff are trained on the workplace harassment policy • Receive harassment, workplace violence and bullying complaints from employees • Provide advice to the CAO as needed; initiate investigations • Track incidents and provide annual reports on incidents and resolutions • Review the harassment policy periodically and make recommendations to CAO if changes are required • Review the workplace violence policy and make recommendations for changes as needed • Assist directors to conduct violence risk assessments and develop workplace violence prevention plans • Act on allegations of violence, ensure investigations are completed, and provide a report to the CAO, including preparing recommendations for follow-up actions • Promote EFAP services Employees • Understand the Municipality’s workplace harassment policy • Keep accurate records of any incidents of harassment and/or discrimination, workplace violence and bullying, including time, place, description of the incident, names, and witnesses. This includes whether the individual was the subject of harassment and or discrimination or has witnessed an incident Respectful Workplace • Notify their supervisor, or the highest-level manager not involved in the allegation, of the complaint as soon as possible after the incident • Follow the reporting requirements and process to resolve the issue • Notify supervisor and or the Human Resource designate of accommodation or other needs concerning personal violence risks • Attend training as required including de-escalation techniques and other preventative training • Seek EFAP help if needed Dispute & Complaint Resolution 3.4 DISPUTE & COMPLAINT RESOLUTION Policy: Dispute Resolution Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 Policy Number: 3.4 Last Updated: January 25, 2024 Purpose We believe that workplace disputes can be resolved through an established conflict resolution process. The objective of the policy is to: • establish an orderly system for the resolution of unresolved problems and complaints in a rapid, orderly, and fair manner Policy Description The Municipality of the District of Chester encourages employees to make suggestions and constructive complaints or criticisms respecting any part of the operation of the Municipality. The longer a problem or misunderstanding exists, the greater potential for disruption to the operations of the Municipality. Therefore, if the discussion between the employee, supervisors, or manager does not lead to a satisfactory and timely resolution of the problem or misunderstanding, the employee can proceed with the formal dispute resolution procedure. Note: the dispute resolution procedures may be updated independently of this policy. Initiating the dispute resolution process An employee or a group of employees may initiate the dispute resolution process to resolve a dispute/complaint. A dispute may happen in the workplace by a violation of the Municipality’s values, ethics and conduct policies, through an unresolved problem, complaint, misunderstanding, or disagreement. Defining a dispute A dispute may include • a municipal or departmental policy or procedure that is perceived to be unfair or discriminatory, or causes the employee a hardship or concern • a deviation from an accepted municipal or departmental policy or procedure • a disagreement or misunderstanding with another employee or elected official, a supervisor, or a director • a discretionary action of the Municipality in the application or interpretation of the policies, procedures, rules, or regulations of the Municipality or of a department Dispute & Complaint Resolution Final decision Where issues are not or cannot be resolved at the discussion stage of a dispute, the Chief Administrative Officer (CAO) will review and determine a resolution. Dispute resolution decisions are documented. Responsibilities Chief Administrative Officer (CAO) • Resolve formal disputes or complaints through the established dispute resolution process • Determine if third-party resolution is required Department heads, managers, supervisors • Attempt to resolve disputes or complaints at the informal stage if possible. In instances where the issue involves a change to a policy, the dispute or complaint cannot be resolved at this level and the employee will decide whether to proceed to the formal dispute resolution process and CAO • Commit to following the dispute resolution procedures Human Resource Designate • Provide advice to CAO as needed • Receive disputes or complaints from employees • Initiate or oversee investigations into formal disputes • Document dispute resolution decisions and note potential changes to policy or procedures as required • Review and update dispute resolution processes; train staff on the dispute resolution process Employees • Co-operate in the process and be open to ideas to resolve issues in the workplace and abide by any final decisions made in a dispute resolution process. • Commit to following the dispute resolution procedure Corrective Action 3.5 CORRECTIVE ACTION Policy: Corrective Action Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 Policy Number: 3.5 Last Updated: January 25, 2024 Purpose Most employees want to do what is expected of them. The supervisors and other leaders in the Municipality of the District of Chester help employees by ensuring that our policies are clear and are applied consistently and fairly to everyone. However, when employee performance requires improvement, we follow a progressive discipline process to try to correct the behaviour or issue. The main purpose of the process is to correct, not punish, those employees who have not followed the Municipality’s guiding principles, policies, and procedures. Consistent and fair procedures for progressive development give employees ample opportunity to improve. There are usually two reasons for a corrective action process: performance problems and misconduct. Performance problems are often the result of lack of training, skills, or motivation. Performance problems can be resolved through coaching, clear expectations, and a commitment by the employee to improve. Misconduct is a serious problem as it is often deliberate and exhibited by acts of defiance. Both poor performance and misconduct may result in an employee causing themselves to be subject to progressive discipline. If an employee’s misconduct is very serious, the Municipality may terminate the employee immediately. The objectives of this policy are to: • define the steps and roles and responsibilities in the progressive discipline process • identify disciplinary authority • ensure proper adherence to legal requirements and standards when dealing with corrective action and progressive discipline. Develop clear, fair rules and consequences • ensure that the corrective action process clearly outlines behaviors to be corrected and expectations • balance consistency with flexibility • ensure proper adherence to legal requirements and standards when dealing with disciplinary action • use corrective action, not punishment Policy Description Employees are expected to meet performance expectations and comply with all applicable Municipality of the District of Chester policies and procedures. Corrective Action Managers are expected to act early before poor work becomes a habit, be fair by clarifying job expectations with an employee, and improve the employee’s performance by providing appropriate training and direction. To do this, a manager meets with their employee to discuss concerns and outline performance and behaviour expectations; together the employee and their manager develop a plan to correct the performance issue. Performance issues are often resolved at this stage. Authority The authority to discipline an employee is entrusted to the Department Head/Manager and the Chief Administrative Officer. To ensure all disciplinary action taken to address the poor performance or conduct of an employee is consistent with Labour Regulations and Standards, Department Heads/Managers are required to advise the Chief Administrative Officer when they have issued a verbal warning or written warning. When the suspension or termination of an employee is being considered, the Department Head/Manager shall consult with the Chief Administrative Officer, and when necessary, the CAO will obtain appropriate professional advice. Good Faith Managers act in good faith and with the goal of correcting performance and/or behavioural issues so the employee can be a productive member of the team. However, if there are ongoing performance and or behavioural concerns, the manager follows a progressive discipline process. Progressive Discipline Disciplinary action is intended to be corrective, not punitive but it does become more serious with each offence or misconduct by the employee. The process emphasizes correction and establishes clear goals to help employees change from unsatisfactory performance to satisfactory performance. Corrective action focuses on the performance rather than the person. Some or all the progressive discipline steps outlined in the progressive discipline process may be bypassed at the absolute and sole discretion of the Municipality. Accommodations If it is determined that the performance issue is caused by an undisclosed need for a workplace accommodation, your supervisor will work with you and the Human Resource designate to review options under the accommodation policy. Requests for Review of Corrective Action A procedure will be available to allow Employees to request a review of a record of corrective action placed in their file. Responsibilities Chief Administrative Officer (CAO) • Review recommendations for termination and determine if the criterion for dismissal is met. CAO signs all letters of termination • Obtain legal advice where appropriate and as necessary Department head Corrective Action • Lead the progressive discipline process for their staff and offer advice and support to managers and supervisors • Consult with the Human Resource designate to discuss the progressive discipline process prior to the process taking place • Meet with an employee to explain the progressive discipline process and outline expectations as well as the plan for improvement Managers and supervisors • Act quickly to manage performance issues • Ensure the employee is given training, clarification of expectations, and assistance • Raise performance concerns with the manager/department head and follow the process as instructed Human Resource Designate • Provide advice and support throughout the progressive discipline process to employees, supervisors, managers, department heads, and the CAO • Review documentation on file before submitting a recommendation for dismissal to the CAO • Consult with legal counsel as required Employees • Seek clarification if you do not understand the instructions from a supervisor; participate in training/retraining as needed • Actively participate in discussions to improve performance and or conduct • Make immediate and sustained changes to ensure you meet behaviour and performance expectations • Notify your supervisor or manager of issues that may impact your work, performance or attitude before poor performance becomes an issue • Advise the supervisor or manager of any reason you cannot meet the expectations Public Interest Complaints 3.6 PUBLIC INTEREST COMPLAINTS Policy: Public Interest Complaints Approval Date: January 25, 2024 Section: Employee Relations and Respectful Workplace Effective Date: January 25, 2024 Policy Number: 3.6 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester strongly believes that improper, unethical, or inappropriate behaviour in the conduct of the business of the Municipality is unacceptable. The objectives of this policy are to: • establish a process for the anonymous reporting of allegations of waste and or wrongdoing within the Municipality when there is fear of punishment when using established channels • allow for a fair and unbiased investigation of such claims • promote a work culture that meets our values. Policy Description This policy is a statement by the Municipality that improper, unethical, or inappropriate behaviour in the conduct of the business of the Municipality is unacceptable. All cases of suspected wrongdoing are to be reported and managed in a timely and appropriate manner. This policy is designed to deal with concerns raised in relation to specific issues which are in the public interest as detailed below. Under this policy, whistleblowing means a disclosure of information made by an employee where they believe that one or more of the following matters is happening now, took place in the past or is likely to happen in the future. This is a non-exhaustive list of examples: • a criminal offence • a fraud • a failure to comply with a legal obligation (e.g., breach of a contractual or other common law obligation, statutory duty or requirement or administrative requirement, including suspected fraud, or breach of the Municipality's Code of Conduct) • a perceived injustice • a danger to the health and safety of any individual or group of individuals • damage to the environment • concealment or destroying information tending to show any of the above Whistleblower protection Once an employee has come forward and made an allegation of wrongdoing, no municipal representative or person acting on behalf of the Municipality will retaliate, discipline or threaten to discipline or suspend, dismiss or threaten to dismiss an employee for making the allegation of wrongdoing. Public Interest Complaints However, any person found to have made a false allegation of wrongdoing may be subject to discipline up to and including dismissal. An employee who violates this policy may be subject to discipline up to and including dismissal. Resolution Following an examination which indicates inappropriate activity has occurred, the CAO, upon consultation with the municipal solicitor, will take action appropriate to the circumstances, which may include suspension, re-assignment, or termination of the employee(s) involved in the activity. Following an examination which indicates illegal activity may have occurred, the CAO shall report the findings to Council. The matter may be referred to an appropriate policing agency at any point in this process. Responsibilities Chief Administrative Officer (CAO) • Receive whistleblower allegations, consult with the municipal solicitor and Council, initiate investigations, and as required, review reports and determine outcomes and actions Department heads, managers, and supervisors • Receive, review, and inform the CAO of allegations of wrongdoing • Ensure there is no retaliation against the whistleblower by any employee because of the allegation. This does not include discipline arising from false allegations • Maintain confidentiality regarding wrongdoing complaints and investigations • Ensure employees have access to the public interest complaints policy • Regularly review and conduct preventative audits to identify and remedy potential wrongdoing in the workplace • Maintain confidentiality regarding wrongdoing complaints and investigations Human Resource Designate • Receive whistleblower complaints from employees, supervisors, department heads or managers • Track incidents and provide reports on incidents and resolutions to CAO Employees will: • Understand the public interest complaints policy • Immediately report concerns and formalize allegations of wrongdoing as described in this policy Section 4 Compensation & Benefits Salary Administration 4.1 SALARY ADMINISTRATION Policy: Salary Administration Approval Date: January 25, 2024 Section: Compensation & Benefits Effective Date: January 25, 2024 Policy Number: 4.1 Last updated: January 25, 2024 Purpose We recognize that fair, consistent, and competitive salaries support our ability to retain qualified, skilled, and committed employees. The objectives of this policy are to: • outline the components of the salary administration program • identify the circumstances under which an employee's salary may be changed • provide for the starting salaries of new employees as part of the offer of employment. Definitions all items - eight major groupings in the CPI basket of goods and services - food; shelter; household operations, furnishings, and equipment; clothing and footwear; transportation (including energy); health and personal care; recreation, education and reading; and alcoholic beverages, tobacco products and recreational cannabis. Consumer Price Index (CPI) - published monthly by Statistics Canada and tracks the changes over time in the prices consumers pay for a fixed “basket” of goods and services. Policy Description Annually, the Municipal Council of the Municipality of the District of Chester will consider the increase which has taken place in the cost of living over the previous year. Subject to budgetary constraints, Council will then approve a percentage increase in the salary ranges for all salaried employees of the Municipality. The salary range percentage increase may be equal to, greater, or less than the change in the average Consumer Price Index (CPI) for Nova Scotia (All Items) for December to December of the previous year. If the CPI (All Items) is determined to be a negative amount, the salary ranges will remain the same as the previous year, as approved by Council. Salary scale review A review of the salary ranges will be conducted on request by the CAO. We strive to ensure our salary ranges are in the range of fair market value pay. A market survey for any one position may be undertaken at any time where there is evidence that a salary for that position is no longer externally competitive. The rate of pay assigned to each class reflects equitably the differences in duties and responsibilities between classes of positions. All new or revised job descriptions are evaluated using our job evaluation tools which uses a point score system based on the following factors: Salary Administration 1. Knowledge, Training and Experience 2. Problem-solving & Decision Making - Analysis & Judgment 3. Problem-solving & Decision Making - Planning & Organization 4. Scope & Complexity - Policy & Service Development 5. Scope & Complexity - Freedom to Act 6. Impact & Accountability - Financial & Physical Resources 7. Impact & Accountability - Human Resources 8. Impact & Accountability - Information Resources 9. Internal and External Contacts 10. Working Conditions - Physical Skills 11. Working Conditions - Physical Effort 12. Working Conditions - Mental Effort 13. Working Conditions - Environmental Demands Starting salaries and offers of employment The hiring manager is responsible for determining an appropriate starting salary for the new employee based on a review of the candidate’s experience and the current market conditions. The CAO approves all salary offers. Annual step increases Salary step increases for employees are granted as outlined in the performance review policy of the Municipality. Casual and term employees are not eligible for step increases unless stated otherwise in their offer letter. When an employee’s pay level (step) has reached the top step of their salary range, the employee is ineligible for any salary increases other than the cost-of-living adjustments to the pay band. Annual CPI Increases Annual CPI increases are implemented on April 1st in any given year as approved by Council. Temporary assignments When an employee is temporarily assigned to a more senior position, the employee’s pay will be reviewed, and their salary will be adjusted to reflect the compensation plan of the temporary position. At the end of the assignment, the employee’s salary will return to their base pay inclusive of adjustments that would be in place for the employee had they not left their position for the temporary assignment. Responsibilities Municipal Council • Review the cost-of-living data and Consumer Price Index information to determine if a cost- of-living increase is approved for the municipal staff • Approve the aggregate compensation plan covering all Municipal employees Chief Administrative Officer (CAO) Salary Administration • Ensure salary ranges are reviewed as necessary to ensure we remain competitive; present findings to Council • Make changes to the existing compensation plans, as required, for all employees • Authorize salary increases up to the maximum rate established for the position • Review and consider approval of any requests for increases in compensation • Review and approve or adjust salary levels for new hires Department head, managers, supervisors • Act as the hiring manager in a competition, and, if warranted, provide a rationale to the CAO to consider offering a salary above Step 1. Human Resource Designate • Coordinate all activities outlined in this policy Group Health Benefits and Pension Plan 4.2 GROUP HEALTH BENEFITS AND PENSION PLAN Policy: Group Health Benefits and Pension Plan Approval Date: January 25, 2024 Section: Compensation & Benefits Effective Date: January 25, 2024 Policy Number: 4.2 Last updated: January 25, 2024 Purpose We offer a benefits program designed to provide the best possible coverage for our employees. The objectives of this policy are to: • define who is eligible for coverage under the Municipality’s Pension and Employee Benefit Program • outline the waiting period, if applicable, before coverage of benefits begins • explain exemptions to mandatory coverage • confirm who is responsible for the payment of premiums. Definitions carrier - our benefits and pension plan are offered through contracts with plan carriers. These are companies that specialize in benefit plan programs. Policy Description The Municipality of the District of Chester strives to provide employees with a competitive group pension and employee benefit program*. We include the following benefits: Mandatory Benefits • Employee and Family Assistance Plan - 100% funded by Municipality • Pension Plan • Group Life Insurance, Dependent Life Insurance • Accidental Death or Dismemberment • Long-Term Disability Optional with conditions (please see Human Resource Designate) • Health (i.e., prescription drugs, hospital, vision care, etc.) • Dental *Rules for these plans are governed by the contract with the plan carriers Group Health Benefits and Pension Plan From time to time, we may need to amend the pension plan or any of the employee benefits. If we do, we will try to consult with employees before making any amendments. Amendments made by the carrier are beyond our control, but we will ensure employees are advised. To learn more about your benefit and pension plans, information is available through the Human Resource Designate. Eligibility The programs you are eligible to join are determined by the carrier according to your employment status: Permanent full-time and permanent part-time employees - pension and all employee benefits are mandatory. Term and contract employees are not eligible for pension or any employee benefits except for the Employee and Family Assistance Program. Casual - may be eligible for pension and employee benefits (see individual carrier requirements) and are eligible for the Employee and Family Assistance Program. Retirees - when you retire, you have the option of continuing, at your own cost, the available health benefits, and life insurance benefits, if allowed by the provider at the time of retirement. Exemption to health and dental coverage If you are a permanent full-time or permanent part-time employee and have a spouse or partner with comparable medical and dental coverage, you may opt out of the medical and dental plans. You will need to provide proof of your coverage and will need to sign a waiver declining coverage. If an employee who initially opted out of our plans wishes to later enroll in the plan, the enrollment will be governed by the contract with the carrier. Waiting periods Plan Type Waiting period (for eligible employees) Medical and Dental Plan 0-3 months, as determined by Plan carrier Group Insurance 0-3 months, as determined by Plan carrier Pension Plan 6 months Employee and Family Assistance Plan (EFAP) No waiting period When requested our plan carrier may approve waiving the waiting period. Benefits The benefits paid under each program are: ▪ Life Insurance - Two times your annual salary ▪ Accidental Death & Dismemberment - Equal to life insurance ▪ Long-Term Disability - employees who meet the criteria for the LTD benefit will receive a percentage (66 2/3%) of their basic earnings, up to the maximum benefit per month after seventeen (17) weeks. The Human Resource designate oversees this process. Group Health Benefits and Pension Plan ▪ Medical and Dental - employees will be given a detailed benefit package by the Human Resource designate Payment of premiums for employee benefits The total premiums to be paid will be cost-shared equally by the Municipality and eligible employees. The employee’s portion of the premiums is automatically deducted from each pay. The Human Resource designate will meet with employees as necessary when circumstances cause a shift from the cost- shared model (e.g., Long Term Disability or certain approved leaves). Leave of absence We offer to cover the employer contribution for group insurance benefits for eligible employees on approved leave of absence (unpaid) or while they are receiving Workers Compensation benefits. Examples include employees on parental leave. Employees will need to pay the employee portion of the benefit costs or provide post-dated payments prior to being on leave. The Human Resource designate oversees this process. Coverage following retirement If you retire prior to age 65, you may be eligible to stay on the medical and dental plans until age 65. If you are interested in this option, you will need to pay the employer and employee costs of the coverage through monthly payments. Retirees will need to provide post-dated payments each year to continue coverage. The Human Resource designate oversees this process and eligibility requirements. Responsibilities Chief Administrative Officer (CAO) • Ensure the medical and dental plans are regularly reviewed • Review statistical reports on plan utilization to ensure budget projections are accurate • Recommend carrier approval to waive waiting periods on an exception basis Human Resource Designate • Provide details on benefits and/or upcoming changes to the benefits plans to employees • Confirm eligibility for benefits in offer letter • Process requests for carrier approval to waive waiting periods as requested by the selection committee/department head or CAO • Process requests for coverage during approved leaves (e.g., pregnancy leave) and track employee payments • Manage the contract with the plan carriers; advise CAO of proposed changes by carriers • Provide reports on plan utilization and costs to CAO and senior management • Forward suggestions from staff to the NSFM Committee regarding benefits enhancement suggestions or requests Employees • Ask questions about the pension and benefit plans • If eligible and interested, pay the employee contribution to continue to receive benefit plan coverage during a leave of absence or while on WCB Group Health Benefits and Pension Plan • If eligible and interested, pay medical and dental plan premiums from date of retirement to age 65 to maintain plan coverage Employee and Family Assistance Program 4.3 EMPLOYEE AND FAMILY ASSISTANCE PROGRAM Policy: Employee and Family Assistance Program Approval Date: January 25, 2024 Section: Compensation & Benefits Effective Date: January 25, 2024 Policy Number: 4.3 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester understands that everyone occasionally experience problems that are unmanageable without help. We believe it is good for everyone if employees recognize these problems early and resolve them. The objectives of this policy are to: • provide and encourage the use of a confidential counseling service to assist employees and their families to resolve personal problems • provide a program that is available 24 hours a day, 7 days a week and is offered free of charge to employees and family members • promote our confidential Employee and Family Assistance Program (EFAP) and encourage employees and their families to use this free program when needed • define who is eligible for the program. Policy Description The Municipality of the District of Chester provides employees with a confidential and free Employee and Family Assistance Program (EFAP). Our goal is to help our employees and their families have access to and use professional assistance when they need it. Employees encountering personal, family, and/or marital alcohol and or drug use, financial or legal problems can seek the services of a trained counsellor and/or other advice through EFAP. These services are confidential. The role of EFAP is to provide help at the earliest possible opportunity and is not intended to interfere in the private lives of employees. Participation in the program will not affect an employee’s position or opportunity for future advancement. We want to help our employees report to work in a condition to perform their duties safely and efficiently for themselves, their co-workers, and our customers. The Municipality recognizes that while it will endeavour to assist employees who are experiencing personal problems, it does require that employees perform their work at an acceptable level. The personal problem will not be accepted as an excuse for poor performance. Employee and Family Assistance Program Employee and Family Assistance Program (EFAP) The Employee and Family Assistance Program (EFAP) is paid 100% by the Municipality with no cost to the employee. Responsibilities Chief Administrative Officer (CAO) • Ensure an Employee and Family Assistance Program (EFAP) is in place Department head, managers, supervisors, and human resource designate • Tell employees about our EFAP services and ensure brochures and other information are in a public area so employees can easily find the information Human Resource designate • Provide new employees information about our EFAP services • Manage the contract and act as primary contact with the carrier on behalf of the Municipality Employees • Learn about the EFAP program • Seek assistance through EFAP and encourage family members to use the service as well Flexible Work 4.4 FLEXIBLE WORK Policy: Flexible Work Approval Date: January 25, 2024 Section: Compensation & Benefits Effective Date: January 25, 2024 Policy Number: 4.4 Last updated: January 25, 2024 Purpose The Municipality of the District of Chester encourages, where appropriate, the use of flexible work arrangements including varied hours of work, to attract and retain a diverse and talented workforce, reduce costs, encourage affordable commuting, improve productivity among employees and to better address employees’ work-life balance. The objectives of this policy are to: • establish standards for determining the suitability of flexible work arrangements • explain expectations around hours of work • clarify options for flexible work arrangements • outline standards regarding remote workspaces • ensure the security of confidential information and municipal property utilized for remote work arrangements. Scope This policy applies to permanent full-time and permanent part-time employees. Policy Description Flexible work arrangements will vary among departments, depending on the function and responsibilities of the employee. Participation in flexible work arrangements is voluntary and may not be suitable (or possible) for all positions within the Municipality. For example, jobs that require physical presence to perform effectively are normally not suitable for remote work. Working remotely should not impact your availability (i.e., you should still be available for public and staff communications etc.). Staff complement Each department must maintain an appropriate number of employees working on-site at the Municipality’s offices; we must meet our operational requirements and maintain established service standards. There may be times when a flexible work arrangement must be amended to meet changing operational requirements or client service needs as they evolve. There may be times when a flexible work arrangement may need to be modified temporarily or on an ad hoc basis to meet operational needs. This may include, but is not limited to, ensuring there is adequate office coverage, ability to continue service delivery or emergencies. Remote work should not increase the workload of colleagues who are working in the office. Staff are aware that if flexible work arrangements are impacting operations, staff may be requested to return to the office. Flexible Work Flexible work arrangements Generally, employees cannot have more than one flexible work arrangement at the same time. Employees on flexible work schedules are required to plan their in-office and remote workdays so that they are in the office for all office meetings, departmental meetings, and all-staff meetings as required by their department head. Overtime on flexible work arrangements Any overtime hours must be pre-approved by the employee’s supervisor. See overtime policy. Absence due to illness or injury while on flexible work arrangement Employees will report absences due to illness or injury according to the Municipality’s attendance policy regardless of where the employee would be working that day. As well, employees must have pre- approval to use vacation or other approved leaves according to the Municipality’s leave and attendance policies. Requesting a flexible work arrangement Employees who would like to be considered for a flexible work arrangement must first discuss their request and preferred flexible work arrangement with their direct supervisor. The employee will then submit a request in writing to their director or department head and copy the chief administrative officer (CAO). The CAO, in consultation with the employee’s supervisor, department head and the Human Resource designate, will decide if an employee is eligible for and approved to participate in a flexible work arrangement. Schedules and hours of work Standard working hours for the Municipality are Monday to Friday, 8:30 a.m. to 4:30 p.m. An employee’s offer of employment and/or position description will detail the weekly working hours. Flexible work hours may be different from standard working hours. However, the employee and supervisor must agree on the designated hours of work. The employee must establish a regular schedule including specific days and hours; the employee’s supervisor must approve any changes to the schedule before they happen. Earned days off (EDO) Based on a three-week cycle - employees scheduled to work 35 hours per week will work an additional 30 minutes per day per week for 14 consecutive workdays enabling the 15th day to be taken off with pay as an earned day off (EDO). Employees on a different work schedule can work with their supervisor to make up time to participate in an earned day off. Supervisors of employees approved for an EDO schedule are required to ensure that there is sufficient coverage of the employee’s job responsibilities when the employee is taking an EDO. The EDO is often scheduled for a Monday or Friday, however, and EDO can also fall on a Tuesday, Wednesday, or Thursday, depending on operational requirements. The employee will begin to work the additional minutes per day once the EDO schedule is approved and the day off established. Flexible Work Holidays, vacation days, or sick days are recorded as 7 hours per day. This means an employee on an EDO schedule will need to work additional minutes over the remaining days in the cycle to ensure they have earned the EDO. Alternatively, the employee may draw time from other banks (excluding sick leave) to make up for the missing time. If an EDO falls on a paid holiday, the employee is required to take the next working day off. If it is not operationally possible for the employee to take that working day off, an alternate EDO will be identified as agreed to by the employee and their supervisor. Variable hours Options for variable hours include an early start, an early or late finish, and interrupting a workday. Staff must work the full 7 hours per day. The workday can start between 7:30 a.m. or 9:30 a.m. and end no earlier than 3:30 p.m. and no later than 5:30 p.m. Staff may request variable hours on a short-term basis or as an annual work schedule. Both arrangements are subject to operational requirements. Staff working outside of Standard Municipal Hours may not have access to all the supports available during a standard workday, including Information Services. Hours worked outside of the Standard Municipal Hours are not eligible for overtime pay unless they qualify for and are pre-approved as outlined in the overtime policy. Remote work (Work from home) Remote working is not an employee benefit intended to be available to the entire organization. As such, no employee is entitled to, or guaranteed the opportunity to remote work. Staff on a remote work option must be in the office a minimum of three days a week. The schedule must have the support of the employee’s supervisor and department head. Exceptions to the required in-office days must have CAO approval. In some exceptional situations, remote work may be a condition of the employment agreement. Eligibility criteria Employees who are considered for remote work must be able to work independently, demonstrate attention to work hours, and be able to meet the productivity requirements of their position consistently. Some employees are not eligible for a remote work option – these employees are: • employees whose primary function requires them to be at a dedicated or on-site workspace (e.g., reception) • employees whose primary function requires special equipment and software only available on-site The resources that an employee needs to do their job must be easily transportable or available electronically, for example, a laptop and a secure internet connection (i.e., work cannot be performed in a coffee shop or public Wi-Fi location). An employee’s personal computer cannot be used for Municipal work. An employee must be able to demonstrate that the remote work site is secure and meets occupational health and safety requirements. During work hours and while performing work functions in the designated remote work area, remote workers are covered by worker’s compensation. Flexible Work Remote work is not an alternative to dependent care arrangements. If applicable, the remote worker must make appropriate arrangements for dependent care. Remote workers will not be available during core hours to provide dependent care. The Municipality may end the remote work arrangement at any time and will make every effort to provide notice to the employee. Employees must report any changes to their contact information to their supervisor prior to or immediately after the change. If an employee is not able to complete their duties due to limitations at their primary residence, including power or telecom/internet outage, the employee will report to their regularly assigned Municipal site (excludes office closures due to storms). The Municipality does not pay for mileage if they request an employee to go to the office on a day they were working remotely. Also, the Municipality does not pay for office and electronic equipment purchased or telecom/internet costs needed to enable the employee to work remotely. Workspace Employees who are approved for a remote work arrangement must have an appropriate work area in their homes that considers ergonomics, appropriate equipment, noise, and interruption factors. Lighting, internet service, power and temperature control should all be consistent with a typical office environment. The employee shall designate a workspace within the remote work location for placement and installation of equipment to be used while remote working. The employee shall maintain this workspace in a safe condition, free from hazards and other dangers to the employee and equipment. The Municipality must approve the site chosen as the employee’s remote workspace. Any municipal materials taken to the home workspace must be kept in the designated work area and precautions taken to ensure others cannot see or access the materials (see Confidentiality and Security in this policy). In the case of an injury, while working at home, the employee must report the injury to their supervisor, or the Human Resource Designate immediately (or as soon as circumstances permit) and complete occupational health and safety forms and reports as needed. The employee is responsible to ensure adequate insurance is in place to cover the cost of municipal property at the remote work location. Any increases to the employee’s home utility costs are the responsibility of the employee. The employee must agree to allow an authorized municipal representative to access the home workspace during prearranged times for business purposes such as safety inspections, equipment installations and repairs, security assurance, and collection of municipal property. No members of the general public or work-related meetings should occur at the off-site office. Equipment and supplies In most cases, the employee in the remote work arrangement will provide their own office furnishings and equipment. The municipality will provide the necessary computer and software. Employees must request approval from their supervisors if they wish to use municipal-owned equipment at their off-site workspace. All items remain the property of the Municipality and may not be used for personal or other purposes. Employees must return all equipment if the remote work arrangement ends. The Municipality does not provide any additional equipment needed to work from home. Flexible Work Employees should discuss with their supervisor any needs for special accommodations and get approval from the CAO. All files, programs, and electronic content are to be produced using the Municipality’s standard software technologies based on minimum specifications. The intent is that remote work staff will use the remote computer work environment to ensure that corporate data repositories, proper software and audit controls are maintained. The Municipality might request employees to use telephones provided by the Municipality to ensure appropriate communication with staff and external clients. Liability The employees’ remote workspace will be considered an extension of the Municipal workspace. Therefore, the company will continue to be liable for job-related accidents that occur in the employee’s remote workspace during the employee’s working hours. Human Resources policies apply while working from home, including Dress Code and Appearance and Substance Use. The Municipality will be liable for injuries or illnesses that occur during the employees’ agreed-upon work hours. The employee’s at-home work hours will conform to a schedule agreed upon by the employee and their supervisor. If such a schedule has not been agreed upon, the employee’s work hours will be assumed to be the same as before the employee began remote working. The Municipality assumes no liability for injuries occurring in the employee’s remote workspace outside the agreed upon work hours. The Municipality is not liable for loss, destruction, or injury that may occur in or to the employee’s home when the following conditions are met: • The employee is in the remote workspace; and • The employee is performing Municipal work This includes family members, visitors, or others who may become injured within or around the employee’s home. Confidentiality and security Employees are responsible to take all precautions necessary to secure all business-related information and to prevent unauthorized access when working outside the Municipality’s office. Steps to ensure the integrity and confidentiality of information may include the use of locked file cabinets or desks, regular password maintenance, and any other steps appropriate for the job and the environment. Responsibilities Chief Administrative Officer (CAO) • Receive, review, and decide on remote work proposals and flexible work schedules and communicate decisions in writing Department heads, managers, and supervisors • Review employee proposals and determine if the proposal can be approved; determine if municipal-owned equipment is used at the employee’s off-site workspace Flexible Work • Work with information technology specialists to ensure the security of the Municipality’s data and email systems • Conduct safety inspections, equipment installations and repairs, security assurance, and collection of municipal property • Fairly review requests for flexible work; follow up the decision in writing setting terms and conditions for the work schedule if approved • Notify the Human Resources designate of any employee injuries; follow OHS and Workers’ Compensation procedures Human Resource Designate • Provide advice on OHS and workplace safety requirements • Track and report on injuries and incidents throughout the year • Process WCB incident reports as needed Employees • Be available during the agreed upon hours and work schedule; be prepared to attend in- person meetings at the request of their supervisor • Comply with all employer rules, policies, practices, and procedures; ensure equipment, system, and work processes are consistent with municipal policies • Ensure the integrity of our data and confidentiality of our information • Cooperate on safety inspections, equipment installations and repairs, security assurance, and collection of municipal property • Advise supervisor of injury while working at home and complete WCB forms as directed Vacations 4.5 VACATIONS Policy: Vacations Approval Date: January 25, 2024 Section: Compensation & Benefits Effective Date: January 25, 2024 Policy Number: 4.5 Last Updated: January 25, 2024 Purpose We recognize the need for rest and recreation for all employees. The objectives of this policy are to: • outline vacation entitlements for employees • confirm the vacation year • provide an overview of scheduling requirements and considerations. Policy Description The Municipality of the District of Chester provides paid vacation for its permanent employees. While term, temporary and part-time employees are not eligible for paid vacation, they do receive vacation pay at the rates established by the Labour Standards Code of Nova Scotia. Permanent employees in the Municipality are required to use their vacation allocation in the vacation year. In exceptional circumstances, an employee may receive approval from the Chief Administrative Officer (CAO) to carry over a portion of the annual vacation into the following year. Vacation scheduling The Municipality makes every reasonable effort to approve vacation requests. However, the number of employees on vacation during peak periods may be limited to ensure we can meet service delivery needs in the Municipality. Employees submit their annual vacation plans to their supervisor by March 31, and a final vacation schedule is issued by May 31. If there are scheduling conflicts (too many people wanting the same time off, flex time schedules, or EDOs), a determination will be made by the department head in consultation with their team. The department head will work with their team to determine a vacation schedule. Department heads may consider years of service with the municipality, nature of the requested time off, the duration of the time, a rotating system etc. Employees are entitled to a minimum of one unbroken week of vacation. Employees may use up to five days as unscheduled vacation (flexible time). Employees request approval from their supervisor at least one working day before the intended leave, however a department head may approve a request the same day as the day off if operational needs are met. This unscheduled vacation may be denied for operational reasons. Paid leave balances (i.e., vacation, sick, banked time etc.) can only be used to bring total working hours in a single day up to 7. For example, if an employee is on a vacation day and gets called in for 3 hours of work they would record 4 hours of vacation and three hours of regular time. Similarly, if an employee has a medical appointment and comes in an hour late and then works an hour late, they would record a regular 7 hour workday (they stayed late so would not be required to use an hour of sick time). Vacations Vacation entitlements Permanent full-time employees earn vacation for each month they work (permanent part-time employees earn a prorated vacation allocation each month they work). The chart below outlines the vacation entitlement for employees. Year one: vacation is pro-rated Years 1-2 15 days Years 3-5 18 days Years 6-10 20 days Years 11-15 23 days Years 16-19 25 days Years 20-24 28 days Years 25 and up 30 days Employees can use the vacation allocation during the year, before it is earned; however, if an employee’s employment with the Municipality ends (for any reason), prior to the vacation year end, they will be required to pay back any vacation used but not yet earned. For example, if an employee quits two months into the vacation year but prior to quitting used their full year’s vacation allocation, the employee has only earned vacation for two months and will be required to pay back 10 months of vacation allocation. The Municipality may deduct any amount owing from the employee’s last pay cheque. If a temporary employee becomes a permanent employee during the year, the employee’s actual hours worked, from the original date of hire, will be used as a credit toward vacation entitlement. Other exceptions to the vacation allocation for new hires are to be forwarded to the CAO for consideration. Vacation Carryover Employees are expected to use their vacation within the year that it is earned. Any unused vacation up to 35 hours at March 31 will be automatically carried over into the next fiscal year. Any unused vacation in excess of 35 hours at March 31, will be paid out. In circumstances where there are firm plans to use the additional time, the CAO may approve carry over in excess of 35 hours. Generally, this means that dates and hours to be used need to be specified (e.g., for a planned vacation in excess of the annual allotment). Responsibilities Chief Administrative Officer (CAO) • Review and approve or decline requests for vacation carry over in excess of 35 hours • Communicate the decision in writing to the employee with a copy to the department head and payroll staff • Consider requests for additional vacation allocation for new hires Department heads, managers, supervisors Vacations • Follow procedures to collect and review vacation requests within the work unit and department; identify potential operational issues and scheduling conflicts • Talk to employees impacted by potential scheduling conflicts to determine if issues can be resolved • Confirm the vacation schedule for the department • Monitor vacation usage and discuss vacation overuse (or underuse) with an employee Human Resource designate • Provide information to employees on how to review their vacation balance on the pay system • Advise an employee’s supervisor of any vacation overuse balances for employees prior to processing a resignation or termination • Review requests for and make recommendations to the CAO for exceptions to the vacation allocation for new hires Employees • Follow policy timeframes to request vacation • Know their current vacation allocation and balance and prevent overuse or underuse • Advise their supervisor of vacation scheduling issues or vacation schedule changes Section 5 Learning and Development Performance Reviews 5.1 PERFORMANCE REVIEWS Policy: Performance Reviews Approval Date: January 25, 2024 Section: Learning and Development Effective Date: January 25, 2024 Policy Number: 5.1 Last updated: January 25, 2024 Purpose We want our employees to have a clear understanding of the work expected from them and how their work is being evaluated. The objectives of this policy are to: • provide a scheduled review of an employee’s performance during the preceding year, as well as review the employee’s current job description to ensure it reflects the employee’s duties • encourage employees to consider their own performance by way of self-evaluation and to set personal performance standards, work goals and professional development goals • highlight training and development needs to help the employee in their work • permanently record, on an objective basis, the performance of the employee. Policy Description The Municipality wants employees to be successful in their work. We know the best way to help our employees succeed is to provide them with a clear understanding of the work expected from them, plus give them ongoing support and feedback on their performance. Through a regular job description review as well as discussions on professional development and other training needs, we can ensure our employees understand how their role fits into the organization and see how they can meet or exceed performance expectations. Our performance management practices are meant to ● Ensure you understand your job responsibilities and have specific goals to meet. ● Provide you with actionable and timely feedback on your work. ● Invest in development opportunities that help you grow professionally. ● Recognize and reward your work in financial or non-financial ways (e.g., employee awards.) Performance reviews Employees have a formal performance review every year. During these reviews, your manager will fill out your performance evaluation report and arrange a meeting with you to discuss it. Through these discussions, managers aim to recognize employees who are good at their jobs, identify areas of improvement and talk about career moves. Pay increases are not guaranteed. But we encourage managers to recommend rewards for their team members when they deserve them. There won’t be any forced ranking or other comparison between employees, as our goal is to help all employees improve and develop their careers. Employees are encouraged to consider their own work performance continually and to set personal performance standards and goals. Performance Reviews Salary adjustments Employees with a satisfactory performance review are eligible for an annual salary increment. Recommendations are made to the Chief Administrative Officer (CAO) through the employee’s department head. Employees with an unsatisfactory performance review will not be eligible for the salary increment. The employee will be given the opportunity to address performance concerns. Once the employee meets the performance standards, a salary increment, or a prorated increment may be granted. If the employee is unable to meet performance expectation a performance improvement process will be followed. In exceptional circumstances and for exceptional performance, upon recommendation of the Department Head, the CAO may approve an additional step increase within a review period, not to exceed the set pay scales without Council approval. Employee Expectations The Municipality of Chester has a general definition of what good performance looks like. To achieve a good performance evaluation, you should: • Meet your targets/goals consistently. • Complete your job duties as expected. • Show a willingness to learn and develop. • Follow our Code of Conduct and other company policies. • Have a good attitude and collaborate well with your colleagues. Each employee may excel in one aspect and need improvement in another. There may be circumstances that affect performance in one area or another, but you should meet a minimum standard for all of these aspects and show a willingness to improve where appropriate. How we expect managers to lead employees If you manage a team, you are responsible for your team members’ performance. To conduct effective regular meetings and performance evaluations, we expect you to: ● Set clear objectives. Your team members should know what you expect of them. When you first hire someone to your team, ensure they understand their job duties. Set specific goals for each team member (and team-wide if applicable.) Revisit those goals during performance reviews. ● Provide useful feedback. During scheduled meetings with your team members, give them both guidance and praise, as appropriate. Be fair and specific to help them understand and implement your feedback. ● Keep your team members involved. There should be two-way communication between you and your team. Make your expectations clear, but always take your team members’ motivations and aspirations into account. Discuss training and development opportunities that may interest your team members. Responsibilities Municipal Council • Conduct the performance review of the Chief Administrative Officer in accordance with a process that has been approved by Council Performance Reviews Chief Administrative Officer (CAO) • Ensure implementation and maintenance of the performance management policy • Monitor the effectiveness of the performance management process and recommend necessary additions, deletions, or modifications to the policy where appropriate • Conduct performance reviews of the department heads on an annual basis • Provide department heads with regular and ongoing feedback and coaching regarding job performance throughout the performance cycle • Assist in identifying specific requirements for the ongoing training and development of direct reports • Approve or deny recommended salary increment (merit) increases • Ensure that an employee who feels that their performance review does not represent a true evaluation of their performance is provided with an opportunity to review their differences with their department head Department heads, managers, supervisors • Administer the performance management process within their department • Conduct performance reviews with direct reports on an annual basis • Provide direct reports with regular and ongoing feedback and coaching regarding job performance throughout the performance cycle • Assist in identifying specific requirements for the ongoing training and development of direct reports • Recommend changes to the performance management process to the CAO or Human Resource designate • Report department results to the CAO annually, along with suggested salary increment (merit) increases • Report the results of the job description reviews to the CAO annually, identifying organizational changes for discussion • Complete performance evaluations on direct report staff within three months of the department head’s projected resignation or retirement date • Review requests for performance re-evaluation from employees who are not satisfied with their annual review Human Resource designate • Provide training and assistance to managers on the performance management process • Provide direct reports with regular and ongoing feedback and coaching regarding job performance throughout the performance cycle • Compile reports of annual performance reviews and salary increment (merit) increase recommendations for the CAO and ensure approved merit increases are processed for pay action • Recommend changes to the performance management process and policy to the CAO Employees • Participate in the performance review, track accomplishments throughout the year and bring examples of your work to the performance review discussion • Identify professional development opportunities for your goal-setting discussion Performance Reviews • Review your job description and provide a list of changes (if any) to help your discussion Professional Development 5.2 PROFESSIONAL DEVELOPMENT Policy: Professional Development Approval Date: January 25, 2024 Section: Learning and Development Effective Date: January 25, 2024 Policy Number: 5.2 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester knows that continuous training and skills upgrading is important for the long-range success and growth of our employees and our organization. We owe our success to our employees. To show our gratitude, we will invest in our employees’ professional development. We want employees to feel confident about improving their efficiency and productivity. We also want to help our employees achieve personal growth and success. The objectives of the policy are to: • promote a culture of continuous learning and information sharing • define professional development • confirm eligible employees • outline the financial support/reimbursement levels for professional development activities. Definition professional development - professional development means formal training sessions typically offered through an accredited educational institution (e.g., university, community college), agency or continuous learning service; participating in conferences or seminars; on-the-job training; job rotation; employee coaching and mentoring. Policy Description The Municipality is committed to its employees and their professional development. We encourage our employees to identify and pursue professional development opportunities to enhance their current knowledge and skills. The Municipality provides some funding for educational upgrades and other short- and long-term training and development; considerations include whether the training and development is directly related to the employee’s current position or is of personal interest. In-service training The Municipality shall provide, in its annual budget, funds for professional development, such as courses and seminars. The CAO or department head approve courses and seminars for eligible employees. Travel and training/Professional development Attendance at professional development courses and conferences during regular work hours, shall not be considered as overtime. Employees will be paid during normal working hours without overtime or Professional Development callback pay. Employees will not be paid for hours outside their regular scheduled hours unless preapproved by a supervisor or department head. Travel to and from development courses and conferences, when at all possible, should take place during regular work hours. If not possible, then travel time will be compensated at a rate of 1:1 in time in lieu or the Supervisor can approve paid time as per Section 6. Training outside regular work hours Attendance at training and development sessions outside of regular work hours that are required by the Municipality and approved by the CAO shall be considered as overtime. For conferences, training or seminars, no overtime shall be accrued or paid for travel to and from such training. If conferences or training take place on a weekend or holiday the employee will be eligible for time in lieu up to 7 hours per day of the event. Conferences We support learning through conference participation and networking. To ensure 100% funding for expenses and participation, employees and their supervisors should include conference participation in their annual performance review and goal-setting discussion. Requests for training Mandatory training shall be given priority. Other requests for training will be considered. Approval of such requests will be based on but not restricted to: a. Availability of funding b. Relevance to strategic priorities c. Organizational need d. Recommended training on performance reviews Long term training and development The Municipality recognizes that some training and development, while not directly required for a job, may benefit the municipality as well as the employee. The Municipality supports training that results in a degree, license or credential for permanent employees When considering training and development that involves a long-term course of study that will result in the employee obtaining a degree, license, or credential, the following considerations are applied: • Advanced educational training where it is determined a definitive need exists and such training is approved by the Municipality. Employees who do not successfully complete approved training may be required to reimburse the Municipality 100% of the funding support provided. • Training where it reasonably evident that equal benefit will accrue to both the Municipality and the employee. • Funding support will not be approved for programs or training where no benefit to the municipality is apparent. Before registering for a training program, an employee provides their supervisor/department head with a written request for funding support and/or leave. The employee will outline how the training will affect their current or future roles. The supervisor and department head will review the training request to determine if the professional development opportunity is directly or indirectly related to the current role. The department head will provide a written response to the employee. Professional Development Where possible, the Municipality will fund up to 100% of professional development in accredited institutions. If funding support is provided, employees will be reimbursed the percentage approved once they have provided proof of successful completion. If an employee needs funding support to enroll, the Chief Administrative Officer (CAO) will review the request with the department head and Human Resource designate and provide a written response to the request. Employees receiving significant funding for post-secondary programs, such as Executive MBAs, degree programs, or provincial certification (e.g., Certified Building Official), may be required to sign a return service agreement for a period or reimburse some of the costs for the professional development. Job rotation & project participation An employee given permission to participate in this type of professional development will not receive additional pay for the professional development opportunity. Skills inventory The Municipality may conduct periodic skills inventories to identify future development needs and may hire training organizations to develop and deliver Municipality-specific training. For example, new software or licensing processes, and leadership development programs such as managing conflict. Responsibilities Chief Administrative Officer (CAO) • Review and approve performance management plans and professional development requests and determine budget needs for the next fiscal year • Promote continuous learning in the organization • Create opportunities for employees to share latest information/methods in the workplace Department heads, managers, supervisors • Review requests for professional development • Plan professional development goals and programs during the annual performance review and goal-setting process • Offer financial support where the budget is available Human Resource designate • Inform the CAO and department heads of upcoming professional development opportunities (internal courses, conferences etc.) • Organize a skills inventory and training needs assessment on the direction of the CAO • Review funding support decisions to ensure consistency between department heads, managers, and supervisors Employees • Research available professional development opportunities and discuss short- and long-term goals with the supervisor during the annual performance review and goal-setting process • Share your new skills and knowledge with other employees and propose ways to practice your new knowledge and skills in the workplace. Section 6 Attendance and Leaves Attendance Record 6.1 ATTENDANCE RECORD Policy: Attendance Record Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 Policy Number: 6.1 Last Updated: January 25, 2024 Purpose Pay and leave entitlements are an important part of our employee-employer relationship. We strive to ensure our employees are paid correctly, and attendance records are accurate. The objectives of this policy are: • outline the time and leave records we track • define when the official record can be adjusted. Policy Description The Municipality of the District of Chester provides employees with scheduled hours of work. Employees report their hours worked plus overtime, if applicable, as well as any approved hours of absence on a bi- weekly basis. Typically, time is recorded on our electronic time tracking system or through time sheets. Once the employee’s time record is approved, it becomes the official record, and the employee’s pay is processed based on the record. Approved time off is deducted from the balance of available hours. Prior to approving an absence, the supervisor will ensure the time is available or, in the case of sick pay, will review the sick leave policy for specific requirements. An employee may contact the accounting department to request a review of the official record. The employee may be required to provide information to support their request. Responsibilities Chief Administrative Officer (CAO) • Approve salary budget and FTE allocation for the Municipality • Review data on overtime, vacation use, and sick leave in the Municipality to identify trends and discuss concerns with department heads and managers Department heads, managers, and supervisors • Identify trends where high overtime and absenteeism and low vacation use may signal workplace and workload issues • Approve reported time records, ensuring reports are aligned to planned budget and FTE allocations • Approve vacation and other leave requests • Ensure the employee is eligible for and has sufficient time in their vacation leave bank or overtime bank before approving absence with pay Human Resource designate Attendance Record • Ensures leave utilization reports are provided to department heads, manager, and supervisors • Create reports for CAO outlining leave and overtime use and make recommendations to address trends Employees • Follow approval processes outlined in each leave policy • Manage personal vacation and other records and ensure they are accurate Staff Meetings 6.2 STAFF MEETINGS Policy: Staff Meetings Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 Policy Number: 6.2 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester strives to provide a workplace where employees are valued and informed about our workplaces. The objectives of this policy are to: • improve the flow of information within and between departments • encourage employee participation in meetings and provide opportunities to share ideas and concerns • involve staff where possible in the decision-making process within the Municipality • develop and promote professional relationships among all staff members. Policy Description We believe that group discussions through regular meetings lead to improved employee engagement. We share information about emerging issues in the Municipality and discuss potential workplace issues to improve communication within the department and between departments. Department heads, managers and supervisors meet regularly with their staff in both small and large groups. Department-wide meetings Department-wide meetings are held at a minimum quarterly or at the call of the department head if they wish to meet more frequently. Department heads, managers, and supervisors will work together to organize the meetings efficiently and with enough notice to enable the Municipality to plan for service interruption during the meeting. All-staff meetings We are one employer, and we encourage discussions between staff in the departments. We encourage regular meetings between departments to ensure that the departmental staff understand shared responsibilities and identify efficiencies in workflow. The Municipality holds all-staff meetings twice a year; employees will be credited 3 hours of overtime per the overtime policy to attend the all-staff meeting outside of normal working hours. In some cases, a facilitator may be hired to plan large group meetings such as department-wide or municipal-wide meetings. Responsibilities Chief Administrative Officer (CAO) Staff Meetings • Ensure department heads hold quarterly department-wide meetings • Ensure budget is in place prior to arranging large group and Municipality-wide meetings • May authorize Kaizer Meadow Industrial Park to close for two hours for a staff meeting, with proper notice and advertisement no more than twice per year Department heads, managers, and supervisors • Organize department-wide meetings on a quarterly basis or more frequently if needed; the workday may be shortened to accommodate the meeting time • Ensure budget and appropriate approvals are in place prior to arranging large group/department-wide meetings • Hold smaller group meetings monthly or more frequently if needed • Work with other departments to ensure coverage for some services while staff are in the department-wide meeting • Develop a report and action items list after large group meetings • If a meeting outcome is to form a working group to review a specific issue, consult with other department heads to determine who will participate in the working group Employees • Attend meetings and share their ideas or concerns • Get approval from their supervisor, manager, or department head before volunteering to be a member of a working group on a project Paid Holidays 6.3 PAID HOLIDAYS Policy Paid Holidays Approval Date January 25, 2024 Section Attendance and leaves Effective Date January 25, 2024 Policy Number 6.3 Last Review January 25, 2024 Purpose The Municipality of the District of Chester recognizes statutory holidays and any other day designated as a holiday by the federal, provincial, or municipal governments; municipal offices will be closed during these days. The objectives of this policy are: • confirm the statutory and other holidays the Municipality recognizes • outline where employees can find information on pay and time off for holidays and/or holiday work • clarify options for the administrative office closure days between Christmas and New Year. Policy Description Our Municipality recognizes: • New Year's Day • Heritage Day • Good Friday • Easter Monday • Victoria Day • Canada Day • Civic holiday in August • Labour Day • National Truth and Reconciliation Day • Thanksgiving Day • Remembrance Day • Christmas Eve (1/2 day) • Christmas Day • Boxing Day • New Years’ Eve (1/2 day) • Any other day designated as a holiday by the Federal, Provincial Governments • Any other day approved by Municipal Council If a holiday falls on a scheduled day of rest (usually a Saturday or Sunday), the Municipality will confirm the days the Municipality will observe the holiday and when the offices are closed (usually the following Monday). Paid Holidays Holiday pay Our payroll procedures are based on provincial labour laws and employee compensation (pay or banked overtime) is calculated based on employment status and, for part-time or temporary staff, on the work schedules before the statutory or other holidays.To be eligible for stat holiday pay, an employee must: i. be entitled to receive pay for at least 15 of the 30 calendar days before the holiday, and ii. have worked on their last scheduled shift or day before the holiday and on the first scheduled shift or day after the holiday Office closure - Christmas and New Year’s Eve The Municipality administration offices are closed to the public between Christmas and New Year's every year. Staff may opt to take vacation, banked time, or unpaid leave during Christmas and New Year. Non-administrative operations are responsible for determining their operational needs and communicating to affected employees. Responsibilities Chief Administrative Officer (CAO) • Confirms the days the municipal offices are closed for statutory holidays or other holidays as needed Department heads, managers, supervisors • Manage employee schedules and notify payroll of scheduling and/or payroll changes that may result from an employee working or being eligible for paid holidays in accordance with legislation and payroll procedures Employees • Record leave or time use data in the online payroll system Sick Leave 6.4 SICK LEAVE Policy: Sick Leave Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 Policy Number: 6.4 Last updated: January 25, 2024 Purpose The Municipality of the District of Chester has a sick leave policy to support eligible employees to recover from mental and or physical illness or injury. The objectives of this policy are to: • explain the sick leave benefits for each type of employment status • define how and when sick leave benefits are accumulated and used. Scope This policy applies to all permanent full-time, permanent part-time employees and term full-time employees. Policy Description Accumulation of sick leave All permanent full-time, permanent part-time and term full-time employees will accumulate paid sick leave at a rate of one and one quarter (1.25) days for each full month worked (15 working days per fiscal year). If sick leave is not used in the fiscal year, it may be carried forward to future years, to a maximum of 150 days. Employees are encouraged to accrue their sick leave in case of serious or protracted illnesses as the sick leave provided by the Municipality serves in place of a short-term disability plan. Unused sick leave does not have a cash value, meaning it cannot be taken as pay. Permanent employees and term full-time employees on a probationary period or term part-time employees will be granted three (3) days of unpaid sick leave. Paid leave balances (i.e., vacation, sick, banked time etc.) can only be used to bring total working hours in a single day up to 7. For example, if an employee is on a vacation day and gets called in for 3 hours of work they would record 4 hours of vacation and three hours of regular time. Similarly, if an employee has a medical appointment and comes in an hour late and then works an hour late, they would record a regular 7 hour work day. Employees who are required to provide longer term care of a family member can also request a leave of absence. Family sick leave Employees are responsible for planning for the needs of an immediate family member’s illness or injury. An employee shall be permitted to use paid sick leave days from their sick leave bank to care for the member of the family who is ill or injured. Sick Leave Requesting sick leave An employee who cannot attend work due to illness or injury will contact their supervisor by telephone or email before their shift starts, if possible, and no later than the first two hours of their shift. If the employee is unable to contact the supervisor, the employee should arrange for a family member or emergency contact to notify the supervisor of the absence and expected return to work date. A supervisor may contact the employee at home to discuss their absence and expected return to work date. The Municipality may require a certificate from a qualified medical practitioner outlining the general nature of the illness or injury and include an estimated date of when the employee will be able to return to work in the following circumstances: • following five (5) consecutive sick days • frequent or recurring sick leave absences. In cases where regular sick leave absences are occurring, the Municipality may request medical documentation to support any sick leave claim; we may also require an employee to be examined by a physician, as agreed to by both the employee and the director or CAO. In the case where an agreement cannot be reached, the Municipality reserves the right to require the employee to see a physician of their choice. Exceeding sick leave days If an employee is absent from work due to illness or injury and has exceeded their sick leave days, the CAO may authorize an Extended Sick Leave without pay. During the approved Extended Sick Leave period, the employee’s position is held until the employee returns to work, or the Extended Sick Leave expires. A Record of Employment (ROE) is issued when the Extended Sick Leave starts, and the employee may apply for Employment Insurance (EI) benefits. Employee benefits will continue while an employee is on sick leave. Policy violation Fraudulent or abusive use of sick leave benefits is a serious misconduct, and the employee may cause themselves to be subject to disciplinary action, up to and including dismissal. Responsibilities Chief Administrative Officer (CAO) • Review recommendations for Extended Sick Leave and approve if warranted; provide written reasons for refusal to approve Extended Sick Leave Department head, managers, and supervisors • Review attendance reports and work with the Human Resources to plan follow-up actions as needed • Meet with employees to discuss absences and where there are concerns with attendance, review attendance expectations with the employee and ask if there are reasons the employee feels they cannot meet the expectations Sick Leave • Provide employees with information on how to access Employee and Family Assistance Program staff • Welcome employees back off sick leave and ensure they are updated on any changes to work procedures or policies Human Resource designate • Provide training to managers and supervisors on identifying patterns and appropriate follow- up with the employee Employees • Contact their supervisor within the specified times in the policy • Schedule medical appointments outside of work hours if possible, or at the beginning or end of the workday • If the employee is unable to contact the supervisor, arrange for a family member or emergency contact to notify the supervisor of the absence and expected return to work date • Provide information to the supervisor to support the absence • Co-operate with the medical practitioner and workplace supervisor to plan a successful return to work • Accurately record sick time for medical appointments and missed time due to illness on time sheets Inclement Weather 6.5 INCLEMENT WEATHER Policy: Inclement Weather Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 Policy Number: 6.5 Last Updated: January 25, 2024 Purpose Our Municipality balances employee safety with service delivery when storms and other inclement weather events happen. The objectives of this policy are to: • ensure the safety of staff • clarify who makes the decision to reduce or close municipal operations • confirm communication protocols before and during inclement weather • confirm pay and leave options during inclement weather and closures • confirm responsibilities during municipal office storm closures. Policy Description The Municipality has an obligation to conduct its business and provide municipal services on a regular basis, despite occasional inconveniences caused by inclement weather. Essential services must also be provided despite the weather. At the same time, the Municipality has a responsibility for safety and well- being of residents and staff. The Municipality may close or suspend some or all municipal operations during periods of severe inclement weather. Essential services The Chief Administrative Officer (CAO) and department heads identify critical services to be delivered by the Municipality during inclement weather or other short-term hazardous conditions. Inclement weather In the event of a storm and/or hazardous conditions when the office and/or worksite is open for operation, individual employees must decide whether it is safe to travel to the office and/or worksite upon making a reasonable assessment of their own ability to travel safely to and from work. Still, employees must use personal judgment for their travelling safety in severe weather conditions, and, if they are unable to travel to their workplace safely, they may opt to use vacation, banked overtime, or unpaid leave. Employees will provide updates to their supervisor. Office closure or delayed opening The CAO or designate will notify staff by 7:00 a.m. (or earlier if possible) of a delayed opening or closure of the municipal services. The announcement will be made on local radio stations and websites and our municipal website. Inclement Weather Employees working remotely should continue to work remotely under an emergency reduction in operations. Employees who typically work on-site but are not deemed as critical or essential on-site staff during a weather-related emergency reduction in operations should also work remotely if they are able to do so. Employees who are not critical or essential during a weather-related emergency reduction in operations and who cannot perform their jobs from home should not report to work. They will not lose pay if they cannot work remotely during a short-term emergency reduction in operations. If an employee does not return to work after a delayed start or partial closure ends, the employee may choose to use vacation, banked overtime, or unpaid leave for the remainder of the day. Employees who are on approved leave (paid or unpaid) will not be reimbursed a day of vacation, sick leave and so on, for the day the office was closed or opening delayed. Employees deemed as critical or essential workers - as described in their job description or designated by the department head - who are required to report be on-site during the event will be compensated at time and one half for hours worked while the offices were closed that were approved as essential service hours by the department head. Employees who are deemed essential on-site staff will be compensated at one and a half times (1.5) their regular rate of pay. If inclement weather occurs during a holiday or day that otherwise would have been compensated at time and a half the CAO may authorize compensation at double time. Responsibilities Chief Administrative Officer (CAO) • Complete a business continuity plan and risk analysis to identify essential services • Ensure “essential service” positions are identified and communicated to employees before inclement weather or other short-term hazardous conditions occur • Monitor potential storm systems in order to advise staff of the potential of an interruption of operations and potential closures in order for staff to prepare to work from home if possible • Decide to close or delay opening municipal offices based on available data, discussions with provincial emergency management operations and police or other road authorities • Re-evaluate storm conditions to determine if municipal offices can re-open; decide to reopen municipal offices when safely possible • Ensure notices and service updates are posted to local media and the municipal website before 7:00 a.m. and then throughout the day as needed Department heads, managers, supervisors • Identify essential services to be delivered by the Municipality during inclement weather or other short-term hazardous conditions • Ensure communication of opening and closures are reported to staff in a timely manner • Consider employee requests to work from home during inclement weather • Provide a list of employees on approved leave to payroll staff as needed Employees Inclement Weather • Notify your supervisor immediately if you are not able to travel to work safely because of inclement weather; if the offices are open, but you cannot travel to work safely, enter your leave and pay data in the online pay system • Monitor local media and our website for updates on delayed openings or closures for municipal operations Overtime 6.6 OVERTIME Policy: Overtime Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 Policy Number: 6.6 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester recognizes that the operation of the Municipality includes overtime as a part of the workplace. We have also stated our intention to work towards becoming an “Employer of Choice”. Part of that involves ensuring adequate work-life balance for employees. By promoting a work-life balance we aim to: • decrease stress and burn-out • encourage employees to show more initiative and teamwork • increase levels of production and satisfaction • promote a positive work culture and enhance employee morale • attract new employees • retain staff • build diversity in skills and personnel • reduce injuries, illness, and absenteeism • enhance working relationships between colleagues It is the intention of the Municipality to balance the need for overtime with a work-life balance. In order to promote employee well-being, the Municipality will encourage department heads to minimize the amount of overtime approved. It is intended that employees will be able to carry out their responsibilities in normal working hours. However, the need for overtime is often necessary for operations. Department heads will be guided by the following objectives in determining the need for and amount of overtime: • Ensure that the employees’ health and well-being are maintained • Provide the employees with a fair and appropriate compensation reflective of the amount of overtime worked • Allow the organization to operate in an effective and efficient manner. Definitions Authorized - approved by the employee’s supervisor. Overtime - all hours worked in excess of the employee’s ordinary work week as outlined in Policy 2.2 and authorized in advance by the department head, or their designate, prior to the scheduled overtime shift. The following shall not be considered as overtime: • Travel time to and from training seminars or conferences outside regular work hours • Work through morning or afternoon break periods Overtime Policy Description Most full-time employees work a 35-hour week, not including the meal break. Employees are also scheduled for two 15-minute rest breaks as outlined in the Nova Scotia Labour Standards Code. Assignment of Overtime Overtime, when necessary, shall be distributed as fairly as possible among those employees performing the work and must be pre-approved by the immediate supervisor. Employees may be requested, by their immediate supervisor, to work overtime. Such a request shall take into consideration any prior personal commitments of the employee. Where, when, and how overtime work is carried out is up to the discretion of the employee’s immediate supervisor. Directors are to have regard to the guiding principle of minimizing overtime when preparing departmental work plans. Approval Generally, overtime for all eligible employees must be pre-approved by the department head before overtime is worked. In the case of an emergency, overtime may be approved after the hours are worked. Without pre-approval, employees may be voluntarily working overtime. Position descriptions will have a designation as senior management, administrative or non-administrative assigned during the job evaluation process; this designation results in different processes for recording and using overtime worked. Modified Hours of Work Modified hours of work arrangements will play a significant role in the reduction of overtime hours. When employees are required to work in excess of their regular work week, their supervisor will encourage them to use a modified hours of work arrangement. A modified hours of work arrangement allows an employee who works hours in excess of their regular work week to take compensating time off, calculated at straight time. A modified hours of work arrangement must be authorized by the employee’s supervisor in advance of the excess time being worked and the supervisor’s approval shall not be unreasonably withheld. Any time that forms part of an authorized modified hours of work arrangement shall not be recorded as overtime in the Municipality’s employee time and attendance record keeping system. Any time that an employee earns through an authorized modified hours of work arrangement shall not be used in the calculation of either paid compensation for overtime or accumulation of banked overtime. Accrual of Overtime All authorized hours worked up to and including forty-two (42) hours of an employee’s regular work week shall be paid at the employee’s regular hourly rate. All authorized hours worked more than forty-two (42) hours after an employee’s regular work week shall be paid at one and a half (1 1/2) times the employee’s regular hourly rate. Overtime Refer to Policy 6.3 Paid Holidays regarding pay for holidays worked. Sundays are automatically classed as overtime and are calculated at 1.5 times the employee’s regular rate. This day is excluded from the 42 hours per week calculation. Banked Overtime Employees have the option to forego paid compensation for any authorized hours and for those unpaid hours to be accumulated in a rolling time overtime bank at a rate of 1:1 (i.e., straight time). This bank is commonly referred to as a time in lieu bank. Once an overtime bank reaches 35 hours, any additional approved overtime shall be paid out. Once banked overtime is utilized, it may be replenished. This is considered a rolling overtime bank. The Municipality can close an overtime bank after giving the employee one month’s written notice. Upon closing an overtime bank, the Municipality must pay the employee all of the overtime wages credited to the overtime bank. At the end of the fiscal year the overtime bank may be rolled over into the next fiscal year. Paid leave balances (i.e., vacation, sick, banked time etc.) can only be used to bring total working hours in a single day up to 7. For example, if an employee is on a vacation day and gets called in for 3 hours of work they would record 4 hours of vacation and three hours of regular time. Similarly, if an employee has a medical appointment and comes in an hour late and then works an hour late, they would record a regular 7 hour work day. Exempt Staff Senior management staff are generally expected to work the hours necessary to complete their work and compensation for overtime is generally not granted to this employee group. This policy recognizes that senior staff are hired on the basis of professional competence and should be remunerated accordingly. An employee in this group who works beyond regular and expected hours of work, with approval of their supervisor, will be considered to have worked overtime. The employee may take that time off in the amount equivalent to what they worked. In keeping with the Municipality's practice any time that will be accrued should be approved in advance. The overtime bank for senior management shall not accumulate more than 35 hours in their bank at any one time and the time shall be a rolling bank. Any hours worked in excess of 42 hours shall be at straight time. If an overtime bank exceeds 35 hours all hours worked in excess shall be voluntary time. Overtime accumulation An employee who travels outside of their normal working hours to attend a meeting they have been directed to attend will receive overtime compensation according to their position designation. Meetings and call outs Employees required to attend public meetings outside of their normal working hours are on call out and will be compensated for the actual hours worked or a minimum of three hours, whichever is greater. Any emergency call outs that require the employee to attend the worksite outside of regular hours are compensated for the actual hours worked or a minimum of three hours, whichever is greater. Overtime Responsibilities Chief Administrative Officer (CAO) • Review overtime accumulation for employees on an ongoing basis and ensure the unfunded time banks do not exceed established timeframes • Review accumulated overtime banks for and with department heads, managers, and supervisors on an annual basis to ensure our goals of minimizing overtime are reached Department heads, managers, supervisors • Review requests for overtime and determine whether to approve or not approve the request • Review overtime accumulation for the department to determine if organizational changes/staff distribution changes are needed • Monitor employee time in overtime banks and ensure the employee uses their time within one month of overtime worked whenever possible Human Resource designate • Process overtime compensation according to established procedures • Inform employees of their overtime accumulation and/or overtime pay if requested • Advise an employee’s supervisor of overtime bank balances for employees prior to processing a resignation or termination Employees • Notify the supervisor immediately of the status of work and to seek pre-approval for overtime work if needed • Record their hours of work and overtime compensation and use banked overtime days within a month of accruing the hours whenever possible Bereavement Leave 6.7 BEREAVEMENT LEAVE Policy: Bereavement Leave Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 Policy Number: 6.7 Last updated: January 25, 2024 Purpose We understand that the death of a loved one has a significant impact on employees. The objective of this policy is to: • describe when an employee qualifies for bereavement leave and the length of the leave • describe exceptions to the standard bereavement leave period • outline our process when informing employees of a death of a co-worker. Scope All permanent employees are eligible for a paid leave of absence due to a death in their immediate or extended family. Temporary employees, term employees, or casual employees are eligible for an unpaid leave of absence due to a death in their immediate or extended family. If applicable, these employees may use accumulated overtime to continue pay during their absence. Definitions extended family – is defined as: • the employee’s sister-in-law or brother-in-law • the employee’s aunt or uncle • the employee’s, niece or nephew • the employee’s cousin. immediate family - is defined as: • the employee’s spouse or common-law partner • the employee’s father and mother, stepmother, stepfather, or legal guardian • the employee’s children and stepchildren • the employee’s grandchildren and step grandchildren • the employee’s siblings, defined as birth sibling, stepsiblings, sibling by adoption, foster sibling, or any other person who has a common parent with the employee • the employee’s grandfather and grandmother • the father and mother of the spouse or common-law partner of the employee, and the spouse or common-law partner’s stepmother and stepfather • any relative of the employee who resides full time with the employee or with whom the employee resides full time. Bereavement Leave For clarity - all relations described above are “current” only, meaning for example that an ex-spouse would not fall into this category; nor would their siblings or parents. In the case of an ex-spouse who is a co-parent of an employee’s dependent, an employee can use unpaid leave, personal leave or request an exception to the bereavement policy. Policy Description Employees and our leadership team respect the complicated and sensitive nature of significant loss, appreciate the many ways people express grief, and support our employees who are experiencing loss. Showing empathy towards this unrecoverable loss and expressing a sincere desire to support those affected by a death is important. People respond to deaths in many ways ranging from appreciating public support to a preference for privacy. Employees are encouraged to exercise their professional judgment based on their knowledge of the employee and convey this information to their supervisors and other employees as appropriate. The CAO may approve additional days with or without pay for each type of bereavement leave if travelling time is required. Bereavement leave Immediate Family In the event of the death of an employee’s immediate family: • Permanent employees are entitled to bereavement leave with pay for up to five (5) consecutive days. • Term, contract, and casual employees are entitled to leave without pay for up to five consecutive (5) scheduled days. Extended Family In the event of the death of an employee’s extended family: • Permanent employees are entitled to leave with pay for one (1) scheduled day. • Term, contract, and casual employees are entitled to leave without pay for one (1) day. Non-Family In the event of a death of an individual not covered by the definition of immediate family and extended family: • A one-day leave of absence with pay may be granted at the discretion of the CAO in the event of the death of a non-family member. • Further absence may be granted in unusual circumstances at the discretion of the CAO. An employee on vacation or holiday at the time of bereavement will be entitled to restore vacation days for future use; the employee may be asked to provide evidence to support their request. Death of an employee News of an employee’s death should be communicated to co-workers by the department head or designate: Bereavement Leave • Every effort should be made to deliver the news in person, preferably in small, private groups and respecting the wishes of the employee’s family concerning privacy and confidentiality • Judgment should be made regarding communicating the circumstances of the death • On the death of fellow or former employees and Councillors, employees may be granted time off from work with pay to attend the funeral • The Municipality may arrange for onsite grief counselling to provide further support to employees Responsibilities Chief Administrative Officer (CAO) • Review requests for extensions to the policy and communicate decisions in writing Department heads, managers, supervisors • Support employees experiencing loss; approve absences per this policy • Welcome the employee back to work at the end of the leave and offer options and a quiet place should the employee need to leave their workstation temporarily • Provide information on the Employee and Family Assistance Program • Check in with the employee throughout their return to work from leave • Compassionately and professionally communicate information about an employee’s death, recognizing that employees may need time to adjust to the death of a colleague • Request onsite grief counselling as needed Employees • Support your co-workers who are experiencing loss; respect that everyone reacts differently and processes loss in different way • Participate in onsite grief counselling and or use services offered through the Employee and Family Assistance Program Leave of Absence 6.8 LEAVE OF ABSENCE Policy: Leave of Absence Approved Date January 25, 2024 Section: Attendance and Leaves Effective Date January 25, 2024 Policy Number 6.8 Last Updated January 25, 2024 Purpose We support our employees, their well-being, and their psychological health. We understand that sometimes they need time away to manage a life situation. When that happens, our employees can apply for a leave of absence for a specific period without impacting their continued employment. The objectives of this policy are to: • define the factors we consider when reviewing employee requests for leaves of absence (paid and unpaid) • identify the types of leaves that support employee well-being and psychological health • treat employees in a fair, consistent, and equitable manner. Scope This policy applies to permanent employees who have over one year of continuous service as a permanent employee with the Municipality of the District of Chester. Policy Description The Municipality values its employees and where operationally possible, we will review and approve requests for leave of absence. This leave may be paid or unpaid. Factors When reviewing the request for a leave of absence, we consider the following: • length of the requested leave and our ability to backfill or otherwise meet municipal service needs • the employee’s employment record and length of service • reason for the requested leave • start date and end date for the requested leave Types of leave Typically, we consider leaves that are emergency, planned, and compassionate care. An employee may request a leave for non-emergency situations; however, these will be given a lower priority than leave of absence requests for emergency situations. Most of the leaves are without pay, although some financing may be available through federal Service Canada programs. We do not approve a leave of absence to enable an employee to work for another employer. Leave of Absence Examples of leave of absence we consider • Compassionate care leave (unpaid) - contact Service Canada for program criteria • Leave related to critical illness (unpaid) - contact Service Canada for program criteria • Leave for victims of family violence (may be paid or unpaid) • Leave for traditional Aboriginal practices (unpaid) • Leave for traditional cultural practices (unpaid) • Medical leave and leave for work-related illness and injury (unpaid) See OHS, WCB • Leave of absence for members of the reserve forces (unpaid) • Maternity leave and parental leave (paid and unpaid) - contact Service Canada for program criteria; see our pregnancy and parental leave policy Volunteer firefighters We must always consider our operational needs and service to our clients, but wherever possible, the Department Head will approve leave for an employee who is called out to a fire event during working hours. Notice We know that our employees respect our workplace and that they will provide as much notice as possible in emergency situations. In situations where an employee can plan a leave of absence, we require 30 days’ written notice. A leave request will not be unreasonably denied. Return from a leave of absence We expect employees to report to work on the first workday following the end of the approved leave. If an employee does not return to work as planned after a leave of absence (and any extensions), we will consider the employee has resigned from employment and may be subject to loss of all seniority and related employee benefits. Internal competitions during your absence It is your responsibility to monitor internal postings and apply for jobs you feel qualified for and are interested in. Employee benefits during leave of absence During your leave of absence, your benefit entitlement under the Employee Group Benefits Plan will continue, however, you will need to pay the employee portion of the premium for the benefit. If you choose to not pay your portion, your benefits will be impacted during your leave, but not your employment status. While you are on your leave of absence without pay, pension contributions will not be made by the Municipality. You will not accumulate vacation or sick leave entitlement while you are on an unpaid leave of absence. Responsibilities Chief Administrative Officer (CAO) Leave of Absence • Review leaves of absence requests that have been referred from the department head • Sign approval or notify the employee and department head in writing if the request for leave of absence is denied Department heads, managers, supervisors • Receive and review leave of absence requests from eligible employees and approve them when operationally possible • Ensure operational needs are met, and client service is maintained during the employee’s leave of absence • Submit the application and your analysis to the CAO for consideration and approval/denial • Welcome the employee back off a leave of absence Employee • Notify your supervisor as soon as possible of any emergency requiring your absence • Plan and apply for your leave of absence within the set timelines • Contact human resources or payroll concerning pension, benefit, and entitlement payment plans • Monitor internal postings during your absence • Notify your supervisor immediately if you do not plan to return to work on your return date Pregnancy and Parental Leave 6.9 PREGNANCY AND PARENTAL LEAVE Policy Pregnancy and Parental Leave Approval Date January 25, 2024 Section Attendance and Leaves Effective Date January 25, 2024 Policy Number 6.9 Last Reviewed January 25, 2024 Purpose The Municipality of the District of Chester provides eligible employees with Pregnancy and or Parental Leave. The objectives of this policy are to: • clarify leave entitlements for pregnancy leave • clarify leave entitlements for parental leave • clarify benefits during the two types of unpaid leaves • outline return to work requirements of these specific leaves. Policy Description We support our employees and provide the pregnancy and/or parental leaves that are available under the Nova Scotia Labour Standards Code. These two leaves are unpaid. Pregnancy leave Pregnancy leave is an unpaid leave for pregnant employees. Pregnancy leave can last up to 16 weeks and can only be taken by the person who is pregnant. An employee applies for pregnancy leave a minimum four weeks before the projected due date as confirmed on a medical certificate from a medical practitioner. Pregnancy leave begins four weeks before the due date and must begin no later than the birth of the child. The leave can begin as early as 16 weeks before the birth of the child; if the employee must be off before that earliest leave period, the sick leave policy will apply. The Municipality may require an employee to commence a leave of absence without pay where a pregnant employee cannot perform the employee’s position, or the performance of the employee’s work is materially affected by the pregnancy. Such action will not be taken until the employee has been advised of the Municipality’s concerns and is provided with the opportunity to provide medical evidence confirming the employee’s ability to work. The employee, the Municipality and the medical practitioners will attempt to accommodate the employee as outlined in the accommodation policy. End of pregnancy leave If an employee's pregnancy ends before completing week 19 of pregnancy, they are entitled to an unpaid leave of absence of up to 5 consecutive working days. If an employee's pregnancy ends after completing week 19 of pregnancy, they are entitled to an unpaid leave of absence of up to 16 consecutive weeks. Pregnancy and Parental Leave If a pregnancy ends after completing week 12 of pregnancy, the Municipality will provide an additional week (5 consecutive working days) bereavement leave and the unpaid leave will be reduced by the number of days of bereavement leave. If an employee's pregnancy ends while they are on pregnancy leave, and they have taken more than 10 weeks of pregnancy leave when their pregnancy ends, they are entitled to up to 6 additional weeks of unpaid leave from the day their pregnancy ended. If a pregnancy ends without a live birth, the following people are entitled to up to 5 consecutive working days of unpaid leave: • an employee who is the spouse or partner of an individual whose pregnancy ended without a live birth • an employee who is the former spouse or partner of an individual whose pregnancy ended without a live birth, if they would have been the biological parent • a person who would have become the parent of a child born as a result of the pregnancy through a surrogacy agreement or an intended adoption pursuant to the laws of Nova Scotia Parental leave Parental leave is an unpaid leave for parents to care for their newborn or newly adopted children. In some cases, a legal guardian may also qualify for parental leave. The Labour Standards Code also allows parents to take parental leave to care for their newborn or newly adopted children. This unpaid leave is up to 77 weeks. For employees who also take pregnancy leave, they can take a total of 77 weeks of combined pregnancy (16 weeks) and parental (61 weeks) leave. If both parents work with the Municipality, the parental leave can be taken by one parent or split between parents. Note: If the pregnant employee is taking both pregnancy and parental leaves, they must take them one right after the other and not go back to work between the two leaves. Timeline conditions apply to this leave, and they are described in detail in the Nova Scotia Labour Standards Code. Prior to the pregnancy and/or parental leave beginning, the employee(s), the Human Resource designate, and the supervisor(s) will determine the return-to-work date. Pay during leave - Employment Insurance benefits Employees are encouraged to contact Service Canada before they start their leave as they may qualify for maternity benefits and/or parental leave benefits during their absence. Permanent Employees Return to work When an employee returns from pregnancy/parental leave, they will be reinstated to the same position held by the employee immediately before the leave began, or, where that position is not available, in a comparable position with no loss of seniority, pay, or benefits when the employee returns from the leave. If the employee is unable to return to work due to illness, either from an illness arising from or associated with the pregnancy or from a new illness, the Sick Leave Policy is applied. Benefits and Costs Pregnancy and Parental Leave The Municipality pays 50 percent of the benefits of medical and dental during the pregnancy and or parental leave and the employee pays the other 50 percent. If the employee does not return to work at the end of the leaves, the Municipality may require the employee to pay for the portion of benefits paid by the employer (50 percent). The Municipality will pay the employer’s portion of the group insurance premiums during the Pregnancy and/or Parental Leaves. Sick leave or vacation leave does not accrue while the employee is on pregnancy/parental leave. If, in a certificate or an opinion provided by a certified medical practitioner, the employee requires further leave of absence, that leave of absence may, at the option of the employee, be accommodated by vacation accumulated to the time of pregnancy leave commenced. Employees may continue to accrue pension benefits during pregnancy/parental leave, with the employer and employee paying the normal equal amount into the plan. Temporary employees Return to Work The employee's assignment will end on the date shown in the letter of employment. If the leave periods end before the end of the assignment, the employee will return to work for the remainder of the employment period. When an employee reports for work upon the end of a pregnancy/parental/adoption leave, the employee shall resume work in the position held by the employee immediately before the leave began or in a comparable position within the workplace if their position has been eliminated. Benefits and Costs The employee is not eligible for the benefit plan as a temporary employee. Responsibilities Chief Administrative Officer (CAO) • Ensure the policy is up to date with current federal and provincial legislation for pregnancy and parental leaves Department heads, managers, supervisors • Ensure pregnant employee(s) provide medical certification confirming the pregnancy and that they can work until to the projected start date of the leave. • Process leave requests through the Human Resource designate and ensure all paperwork related to the leaves is stored in the employee file • Support the employee(s) on their return to work, ensuring the employee is trained on new work processes as needed Human Resource designate • Provide information to pregnant employees on pregnancy leave • Provide information to employees about parental leave Pregnancy and Parental Leave • Support employees, department heads, managers, and supervisors to process pregnancy leave and/or parental leave requests Employees • Apply for the pregnancy leave and/or parental leave and provide a medical certificate supporting the projected leave start date and return to work date • Notify the supervisor immediately if the leave is to start prior to the projected start date • Notify the supervisor immediately if the return-to-work date is sooner or later than originally planned Citizenship Leave 6.10 CITIZENSHIP LEAVE Policy: Citizenship Leave Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 Policy Number: 6.10 Last Updated: January 25, 2024 Purpose We welcome new immigrants to our Municipality, and we extend our congratulations when they receive their certificate of Canadian citizenship. The objective of this policy is to clarify when an employee can take leave to attend a citizenship ceremony and the length of the leave. Policy Description We support our employees wishing to attend their Canadian citizenship ceremony or the ceremony for their spouse, partner, or child. Eligible employees will be granted one day of leave with pay to be sworn in and receive Canadian citizenship papers or to join their spouse, partner, or child in their citizenship ceremony. For purpose of this policy the citizenship ceremony is when a certificate of citizenship is received, as provided for under the Canadian Citizenship Act and regulations made under that Act. Responsibilities Department heads, managers, supervisors • Approve requests for an employee to attend their citizenship ceremony or the ceremony for their spouse, partner, or child. Human Resource designate • Ensure personnel files and records are updated Employees • Provide 14 days’ notice for the leave request. If this is not possible, the employee must give as much notice as possible. The employee may be asked to provide evidence that they are attending their citizenship ceremony (or the citizenship ceremony of their spouse, partner, or child) on a particular day, for example, the “Notice to Appear” sent by Citizenship and Immigration Canada • Provide status information to the Human Resource designate to ensure the personnel file is up to date Court Leave/Jury Duty 6.11 COURT LEAVE/JURY DUTY Policy Court Leave/Jury Duty Approval Date January 25, 2024 Section Attendance and Leaves Effective Date January 25, 2024 Policy Number 6.11 Last Reviewed January 25, 2024 Purpose We recognize there are times when employees are required to attend court, either as a witness or a juror. The objectives of this policy are to: • outline the conditions for approved paid and unpaid leave to attend court • support employees in fulfilling their civic responsibilities as a witness or juror in court proceedings • ensure the Municipality can provide witnesses for court proceedings which involve the Municipality of the District of Chester • meet legislative requirements under the Nova Scotia Labour Standards Code • treat employees in a fair and equitable manner Policy Description Employees who are required to attend court in their capacity as an employee of the Municipality will appear as requested. The employee will receive their normal pay during the time they are scheduled to be at court. If the scheduled time exceeds the normal working hours for the employee, the employee will accumulate overtime. Jury selection Employees who are participating in jury selection or who are selected for jury duty will be granted paid leave for the duration of the selection process or jury duty and pension, benefits and leave entitlements continue. If the employee receives compensation from another organization or government for the jury duty, the employee must assign the compensation to the Municipality of the District of Chester or otherwise reimburse the wages paid by the Municipality during the jury duty. Subpoena as a witness - work related Employees appearing as a witness on behalf of the Municipality in court proceedings or similar adjudicative or Legislative Assembly processes or committees (e.g., public inquiry) will receive support from our legal counsel before and during their appearance. Subpoena as a witness - personal Employees who are subpoenaed as a witness in any court proceeding, arising outside of their employment with the Municipality, will be granted unpaid leave for the scheduled hours of work spent as a witness. Court Leave/Jury Duty Required notice As a witness or juror, employees must provide their supervisor and the Human Resource designate with a copy of the subpoena immediately upon receipt. The employee will also provide written notice of leave or leave without pay. Employees may be asked to provide supporting documents. Responsibilities Chief Administrative Officer (CAO) • Ensure legal counsel support is assigned to an employee appearing as a witness on behalf of the Municipality before the courts • Consider operational needs and determine if a request of no appearance due to undue hardship for the employer is warranted Department heads, managers, supervisors • Review employee applications and determine leave type (paid, unpaid) • Follow up with the employee to ensure jury duty funds are assigned to the Municipality or alert payroll to the reimbursement process • Support employees who are appearing as a witness on behalf of the Municipality or to participate in jury selection/jury duty • Maintain confidentiality for any absence due to court/jury duty as required Employees • Perform their civic duty and participate in jury selection/jury duty processes • Notify their supervisor of a subpoena or summons to attend court, providing dates and roles in the procedure Section 7 Recruitment and Retention Recruitment & Hiring 7.1 RECRUITMENT & HIRING Policy: Recruitment & Hiring Approval Date: January 25, 2024 Section: Recruitment and Retention Effective Date: January 25, 2024 Policy Number: 7.1 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester uses fair recruitment practices to fill vacancies in the Municipality. The objectives of this policy are to: • establish fair and consistent practices for filling vacancies • outline the recruitment process, including the use of background checks • outline limitations and restrictions in the hiring process, for example, when hiring relatives or foreign workers Definitions behaviour-based interviewing - an approach where a candidate is asked to provide an example of how they have responded in the past to the situation described in the question. This approach allows the candidate to describe their approach and explain the reasons for actions that were taken, in their own words. It also allows the interview panel to potentially validate statements made by candidates as part of the reference check step. merit principle - defined as hiring the candidate who is most suitably qualified to fill the vacancy. Considerations include education, experience, knowledge, skills, and abilities, plus background checks. relatives - for the purposes of this policy, relatives include parents, spouse, common-law spouse (we define common-law as a couple who are co-habiting and publicly represent themselves as a couple), siblings, children, grandparents, grandchildren, aunt, uncle, fiancé, individual with whom the employee resides, in-laws, and step-relationships. unconscious bias - attitudes or beliefs that are held subconsciously and affect the way individuals think and feel about others around them. It can be defined as prejudice in favour of or against one thing, person or group compared to another. This bias is typically a learned stereotype that is automatic and mostly unintentional. Many people have unconscious biases that have been with them since childhood, which they absorb by observing their social, familial, and institutional environments. Policy Description We in the Municipality of the District of Chester value our employees and their expertise and commitment to our workplaces. We offer opportunities for employees to learn, grow, and build expertise as they move through their careers. Filling vacancies The Municipality determines when and how a position will be filled; vacancies arising from organizational adjustments and structural changes may be exempt from this policy. Recruitment & Hiring Expression of Interest Typically, we will use an Expression of Interest (EOI) process to solicit interest from qualified and interested internal candidates. If the recruitment committee believes that there is not an appropriate internal candidate for the position, the competition will proceed to the next step in the recruitment process. Where an internal candidate is not successful in the recruitment process, the manager and HR designate will work together with the candidate on a development plan that positions the employee for future opportunities. Internal Competition Where there are multiple internal candidates identified during the EOI process that could appropriately fill the position, an internal competition will be used. External Competition Where required, we will post a vacancy open to internal and external candidates. Experience in the municipality is a factor in the assessment process. We follow the merit principle to identify the successful candidate(s) and to ensure our process is fair. The merit principle takes a range of factors into consideration, based on the nature of the duties to be performed, and include the applicant’s education, skills, knowledge, experience, past work performance and years of continuous service in the public service. The closing date of a competition may be extended with approval by the CAO. Occasionally there will be operational or organizational needs that require reclassification or creation of positions. The CAO has the authority to fill a vacancy without competition. Employment Application The Municipality relies upon the accuracy of information contained in the employment application as well as the accuracy of other data presented throughout the hiring process and employment. Any misrepresentations, falsification, or material omissions in any of this information or data may result in Association’s exclusion of the individual from further consideration for employment or, if the person has been hired, termination of employment for just cause. Equity, diversity, and inclusion We provide equal opportunity in employment for all qualified persons. On request, we will provide reasonable accommodations for the interview or other assessment phases. We value equity, diversity and inclusion and we commit to building and maintaining a workforce that is representative of the citizens we serve. Job posting The job posting is developed based on the current job description. The job posting includes information about the job duties, decision-making authorities, special conditions such as shift work or working outdoors, information on the status of the position (e.g., permanent full time, temporary with projected end date), as well as the minimum and preferred qualifications for the ideal candidate. Our postings also include our commitment to equity, diversity, and inclusion. Recruitment & Hiring Interviewing Typically, we use a selection committee when filling a vacancy. However, the application review and pre- screen exercises may be led by one member of the selection committee with assistance from Human Resources. We are not limited to the number of candidates selected for the interview stage. The selection committee uses behaviour-based questions to assess a candidate’s experience and skills related to the position. We want to hear how the candidate has used their knowledge, skills, and abilities in their work. Sometimes, the interview includes a written exercise. Background checks There are many types of background checks, and the Municipality may use some or all the options available. These include reference checks with current and former employers, confirmation of academic and professional credentials, social media reviews and position-specific checks. For example, positions that require driving a vehicle would involve a check for a current driver’s license and driver’s abstract. Positions that involve working with children and vulnerable people require a vulnerable persons check and/or criminal records check; the applicant is responsible to provide these checks when asked. For people who are new to Canada, we will need proof of eligibility to work in Canada. The background checks are done by a member of the selection committee, or the Human Resource designate. During the reference check, we will ask the reference to confirm the candidate’s dates of employment, the reason for leaving (quit or terminated), and whether the company would rehire the candidate. We would also ask them to confirm the information provided in the interview, for example, their role in a project and the outcome). Selection Once the interview (and additional testing) is completed, the selection committee identifies the top candidate(s) and completes the background checks. Personal references may be considered, but our preference is to speak with former supervisors or directors who can provide information about the candidate’s work habits and work output. Once the selection panel has completed all assessment tests including background checks, a recommendation to hire is completed and sent to human resources. The director or designate reviews the file to ensure the process is fair and the file is complete. The director or designate then forwards the recommendation to the chief administrative officer (CAO) for approval to hire. Sometimes a selection committee will recommend a conditional offer pending the completion of the background checks. If a conditional offer is made, the Municipality and the candidate will ensure that all conditions are met (and are satisfactory) as soon as possible and usually within the first month of employment. Employment Agreements All successful candidates will receive a written employment offer outlining the terms and conditions of employment, specific expectations and responsibilities, accountability, salary rate and benefits, signed by the CAO or designate. No offers or commitments, financial or otherwise are to be made to any job applicant until all appropriate approvals have been obtained, including professional references. All offers of employment are Recruitment & Hiring conditional upon the receipt of a *current satisfactory criminal reference check including vulnerable sector, where applicable. While verbal or informal job offers may be provided to the applicant; all applicants must be told that the Municipality will be issuing a formal written offer which should be carefully reviewed and considered. Hiring of relatives The Municipality and its employees share a commitment to avoid a conflict of interest in the recruitment process. A conflict of interest can happen when an employee sits as a member of a selection committee and one of the eligible candidates is a relative or when a candidate is hired and reports to a relative. Where a potential conflict of interest is identified, the Municipality will eliminate the risk while ensuring the recruitment process, including an offer of employment, is free from discrimination. Relatives of current employees may be employed only where: • they will not be working directly for, or supervising, a relative; or • they will not be working directly for the relative's immediate subordinate. In other cases where a conflict or the potential for conflict arises, even if there is no supervisory relationship involved, the parties may be separated by reassignment. An employee, who is related to a candidate for employment, shall not be involved in any aspect of the recruiting process so as to avoid any conflict of interests or allegations of preferential treatment. Situations, involving existing employees, which result in a change to “relative” status (i.e., marriage, cohabitation, etc.) must be declared in advance of the change and must be brought to the attention of the Human Resource Designate for employment adjudication purposes. The Municipality reserves the right to reassign either party to a different department. Hiring foreign workers If we are unable to find a qualified candidate who is either a Canadian citizen or permanent resident or who has a valid work permit, the Municipality may consider reposting and/or hiring a foreign worker. The selection committee must consult with the CAO and Human Resources and ensure all federal and provincial statutes are followed and forms completed. A formal offer cannot be made without authorization to hire a foreign worker. Search agencies For certain positions, for example some professional, technical, and senior managerial positions, the Municipality may use the services of an outside executive search agency. Responsibilities Chief Administrative Officer (CAO) • Reviews and confirms the budget for a vacancy to be filled • Ensures efficient human resources practices are developed and followed • Reviews for approval, recommendations to extend a competition closing date and hire • Advises Council of funded vacancies in the Municipality • Engage the services of search agencies as needed Recruitment & Hiring Department heads, managers • Monitor budgets and workloads in their department/team • Request approval to fill vacancies • Participate in selection committees as needed • Ensure a fair process is followed for all competitions • Consult with human resources on effective assessment tools, interviews, and background check processes Recruitment & Hiring • Provide the employee information about the workplace accommodation process Selection committee • Review applications, create fair assessment questions and exercises • Be aware of unconscious bias and ensure the competition process is fair and based on merit • Tell the selection committee members and human resources of any potential conflict of interest such as a personal relationship with an applicant (see the definition of relatives) Human Resource Designate • Provide advice to selection committee members on fair recruitment processes • Provide expertise on assessment tools and processes • Assist selection committee members in resolving any issues in the competition process • Post internal and external job postings, receive applications, and refer candidates to appropriate contacts if needed • Prepare offer letters, ensuring the offer letter includes position, employment status, offer salary, probationary period (if applicable) and any conditions of the offer Employees • Monitor internal and external postings and apply for positions for which they are qualified and interested • Provide documents as requested through the competition process • Notify their manager or human resources when there is a change in a personal relationship status with another employee, for instance, a new co-habiting relationship Employee Orientation & Onboarding 7.2 EMPLOYEE ORIENTATION & ONBOARDING Policy: Employee Orientation & Onboarding Approval Date: January 25, 2024 Section: Recruitment and Retention Effective Date: January 25, 2024 Policy Number 7.2 Last Updated: January 25, 2024 Purpose Effective orientation and onboarding help new employees to understand our work culture and expectations for behaviour and performance. The objectives of this policy are to: • ensure all new employees receive the same information when they start with the Municipality • show our commitment to our employees and their well-being through structured orientation and onboarding programs • increase retention of new employees. Policy Description The Municipality of the District of Chester welcomes new employees and helps them become part of the organization as quickly as possible. We provide employees with orientation within the first week and onboarding over several weeks. Onboarding This involves a series of events and training (which can include orientation) that help new employees progress to successful employment. This process is geared to the employee’s job and department. New employees are given time to complete forms and review and sign policies in the first week of starting their new positions. As well, employees are introduced to co-workers and may be assigned a ‘buddy’ to help learn our administrative and operational procedures. Supervisors and directors work with Human Resources to enroll the employee in training such as diversity training, health and safety training, and job-specific training. Orientation This typically refers to a one-day event that welcomes new employees to the organization. It can be an individual session with a supervisor or a representative of Human Resources, or it can be a classroom- style orientation session with other new hires. Responsibilities Chief Administrative Officer (CAO) Employee Orientation & Onboarding • Ensures the Municipality has an orientation program and onboarding process for new employees Managers, directors, and supervisors • Provide new hires with an orientation and onboarding process to help them understand our organization, culture, and their role • Work with Human Resource designate to ensure that mandatory forms and training are completed during the employee’s first months; a training plan and probationary plan are developed to help the employee become a successful member of our workforce Human Resource Designate • Develop orientation and onboarding packages and training • Ensure that mandatory forms and training are completed during the employee’s first months; a training plan and probationary plan are developed to help the employee become a successful member of our workforce • Updates employee to ensure forms are completed and available Employees • Submit completed forms within their first week with the Municipality • Attend training sessions • Ask for clarification on policies and procedures as needed Probationary Period 7.3 PROBATIONARY PERIOD Policy: Probationary Period Approval Date: January 25, 2024 Section: Recruitment and Retention Effective Date: January 25, 2024 Policy Number: 7.3 Last Updated: January 25, 2024 Purpose As the final step in the recruitment process, the probationary period is a valuable time for the new employee to assess us as an employer, and for us to assess the employee’s suitability for continued employment. The objectives of this policy are to: • outline when the probationary period is used • ensure that employees and managers understand the purpose of the probationary period • ensure employees and managers understand how to establish expectations and evaluate performance • outline what happens during and at the end of the probationary period. Scope This policy applies to all temporary and permanent employees of the Municipality of the District of Chester. Policy Description Initial probation The Municipality of the District of Chester establishes a six-month probationary period for all new employees. Managers will meet with the employee throughout their first six months of employment, with structured review and feedback meetings around the third and fifth months. Managers follow these guidelines to help their employees through the probationary period: • the employee on probation knows the specific job duties and requirements of the position • the employee on probation is aware of our required standard of performance and appropriate conduct • the employee on probation receives feedback when performance or conduct requires improvement • the employee on probation receives training for the position. Establish expectations We all know the first few weeks in a new job are overwhelming. The manager can help the employee to settle into their new role by being available to answer questions as they arise. Because both the manager and the employee want the probationary period to be successful, there are a few processes we have put in place: Probationary Period • The manager sits with the employee in the first two weeks of work to review the job description, policies, and procedures; they discuss performance expectations and a training plan which includes on-the-job training and formal work-based training. Sometimes a manager assigns a “buddy” to be available to help the employee with learning new procedures • The employee can ask questions during the meeting, and they will agree on how future questions can be presented and answered • The manager reviews the employee’s performance, attitude, attendance, and co-operation throughout the probationary period by reviewing their work (timeliness, quality, and quantity), giving feedback, and identifying areas for training or retraining • The manager provides the employee with a written review in the third month and the fifth month. Any concerns are discussed, and plans are developed to help the employee to meet performance expectations Even if there are no concerns with an employee’s performance, it is important that a manager tells their employee how the probationary period is going from the manager’s perspective. A probationary employee who is doing well will appreciate knowing they are doing well. Suitability The assessment for suitability for continued employment can include an evaluation of the following: • the employee’s reliability, including attendance at work • the employee’s compatibility with colleagues or clients of the Municipality • the employee’s ability to meet work requirements, including those associated with the workload • the employee’s ability to understand and follow policies, procedures, practices, and codes of conduct. If there are performance or attitude concerns, the manager will work with the department head and Human Resources to try to identify and resolve issues, if possible. End of probation The evaluation of the employee’s performance over the probationary period is objective and managers can show how the employee has been performing. Successful completion If there are no issues with performance or conduct, the manager will confirm the employee has successfully completed the probationary period and the employee will receive a letter confirming they have completed their probation. Once you have successfully completed your initial probationary period, you may not be required to complete another probationary period when you are promoted or transferred to another position. If an employee is rehired after completing a temporary role, a new probationary period is applied. Probationary Period Performance concerns during probation If the employee is not meeting performance or conduct expectations, the manager will alert Human Resources and the department head as soon as possible. The Human Resource Designate will help the employee and the manager to ensure that both parties are working together to resolve issues. If the employee has not been able to make or maintain improvements or meet expectations, a recommendation for rejection from probation will be forwarded to the Chief Administrative Officer (CAO). The CAO has two considerations: 1. Accept the recommendation and terminate the employee (the Record of Employment would state rejection from probation which may qualify the employee for employment programs through the federal government). 2. Extend the probationary period for another three months. An extension is rare as the employee has already had six months to demonstrate suitability. Rejection from probation If performance and conduct concerns are very serious, the employee may be rejected from probation and terminated at any time during the probationary period. The employee is notified in writing of the decision to proceed with a termination of employment during the probation period. The letter will include the reason for the decision and the effective date, and a copy is placed on the employee file. The rejection from probation for unsatisfactory performance is not considered termination for cause, and the individual may be eligible for retraining and other support through unemployment insurance. Subsequent probation An employee who has successfully completed their initial probation may on promotion or transfer, start a subsequent probationary period in the new position. This subsequent probationary period allows both parties (employee and manager) an opportunity to assess the employee’s interest and suitability for the new role. Typically, this subsequent probationary period is one to two months long. If the employee is not able to demonstrate suitability for the new position, all reasonable attempts will be made to reinstate the employee to their former role, provided that the employee was performing the role in a satisfactory manner prior to the transfer or promotion. Recruitment for a replacement for the employee’s former position may commence during the subsequent probationary period. Responsibilities Chief Administrative Officer (CAO) • Ensure managers and managers monitor the probationary period of new employees • Consider recommendations for rejection from probation, ensure the manager can demonstrate they have provided training and assistance to the employee • Terminate the employee or extend the probation period • Confirm decisions in writing Department heads, managers, and supervisors Probationary Period • Set probationary plans with employees, outlining expectations and how you will help the employee to succeed (e.g., review policies, provide training, be available, assign a co-worker to answer work procedure questions and so on) • Meet with the employee to discuss performance concerns and work together to resolve issues or areas of concern • Provide the employee with information on Employee and Family Assistance Program (EFAP) services • Act in good faith to help the employee succeed during their probationary period • Provide the employee information about the workplace accommodation process Human resource designate • Notify department heads, managers, and supervisors of the three- and five-month review periods for probationary employees • Assist managers to establish and evaluate probationary performance concerns • Review materials from department heads and ensure the file is complete before forwarding the recommendation for rejection from probation to the CAO for consideration Employee • Learn the new job, ask questions, and accept offers to train or retrain • Share concerns about the job with your manager before they impact performance • Talk to your manager if you feel you cannot meet performance expectations • Use EFAP services if needed • If rejected from probation, share with the Service Canada representative how you tried to succeed and be open to retraining programs as appropriate Termination of Employment 7.4 TERMINATION OF EMPLOYMENT Policy: Termination of Employment Approval Date: January 25, 2024 Section: Recruitment and Retention Effective Date January 25, 2024 Policy Number 7.4 Last Updated: January 25, 2024 Purpose Our organization plans our workforce based on our work goals and budget. This policy outlines our commitments to and requirements for employee terminations and resignations. The purpose of the policy is to: • outline the different types of and notice periods for employee terminations • outline our notice periods for employee resignation • describe circumstances where an employee’s resignation may be rescinded by the employee. Policy Description Termination Employees may be rejected during their initial probationary period for failure to demonstrate suitability for continued employment. The termination is processed as a rejection from probation (see policy on probationary periods). We use a progressive discipline process to ensure employees are aware of performance and or behaviour concerns and the impacts of their failure to make immediate and ongoing changes. Typically, the employee receives verbal counselling and formal warnings prior to their termination (see policy on progressive discipline). The Municipality of the District of Chester may terminate an employee immediately for cause. The Municipality may terminate for any other reason and with notice or pay in lieu of notice. Layoff Sometimes despite our workforce and budget plans, the Municipality must decrease its workforce. The layoff notice is issued, and the record of employment indicates “layoff, workforce adjustment.” We recognize that an employee in a layoff situation needs support, and we provide access to the Employee and Family Assistance Program (EFAP) to help employees and their families as they adjust to this change. In most cases, the employee is eligible for severance which takes into consideration numerous factors including their years of service with the Municipality. Voluntary termination Employees walking off the job without cause or explanation will be considered voluntarily terminated. The record of employment will indicate “Quit.” Termination of Employment Notice periods We follow the Nova Scotia Labour Standards Code when establishing minimum notice periods for layoffs. Employees with more than two years of service with the Municipality are asked to provide two weeks’ notice prior to resigning; employees with less than two years of service may provide one week’s notice. Exit interviews When possible, the department head or Human Resource designate will do an exit interview with an employee who has submitted a letter of resignation, prior to the employee’s last day of work. Rescinding notice by employees We try to retain employees with good work records. When an employee announces their intention to resign, the supervisor, director, or Human Resource designate will follow up with the employee to determine the reasons for their resignation. In rare cases, an employee may be invited to rescind their notice. For example, if an employee is resigning due to workplace reasons which might be corrected or if an employee is resigning because of illness or personal reasons. In the latter instance, the possibility of a leave of absence will be discussed. The supervisor or department head must have Chief Administrative Officer (CAO) approval to rescind a notice submitted by an employee. Responsibilities Chief Administrative Officer (CAO) • Ensure the Municipality has the budget and funds to deliver programs to citizens • Inform employees when changes in funding or programs will result in workforce adjustment • Consider and decide on a request for rescinding notice by an employee and issue a decision in writing Department heads, managers, supervisors • Evaluate organizational and program delivery information and make recommendations to the CAO for budget allocations for their area • Meet with employees and communicate workforce changes as soon as possible after announcements by the CAO • Submit a request to rescind notice by an employee to the CAO for their consideration • Share information with the CAO and as needed, identify trends learned from the exit interviews Human Resource designate • Conduct exit interviews with employees who submit letters of resignation, as needed • Review resignations and identify trends, follow up with department heads and make recommendations for changes • Co-ordinate communications and workforce adjustment processes for the Municipality • Ensure payroll is notified of all terminated employees and reasons for the termination (e.g., quit, rejection from probation, layoff and fired) Termination of Employment • Maintain personnel records Retention (Stay) Interview 7.5 RETENTION (STAY) INTERVIEW Policy: Retention (Stay) Interview Approval Date: January 25, 2024 Section: Recruitment and Retention Effective Date: January 25, 2024 Policy Number: 7.5 Last Updated: January 25, 2024 Purpose We believe our employees are our best resource. The Municipality conducts exit interviews to identify patterns or concerns affecting retention and to help eliminate turnover problems because of common concerns. We also conduct retention or stay interviews - conversations with employees – to gain insights into our employees’ day-to-day experiences. These interviews promote employee well-being and help organizations to uncover issues that might be holding their employees back. The objectives of this policy are to: • improve employee engagement and retention • promote communication about potential workplace issues before they result in employees leaving • identify and correct policy or procedure issues and become a more efficient organization. Policy Description The Municipality of the District of Chester conducts retention (stay) interviews with employees on a rotating basis. We encourage employees to be honest and constructive in their comments. We commit to listening and being accountable to take action to correct policies or procedures to become more efficient. The stay interview information is summarized, and a report with proposed action plans to address issues is prepared for the CAO on an annual basis, or sooner if requested. Responsibilities Chief Administrative Officer (CAO) • Review information and reports on completed stay interviews • Provide direction and funding to department heads, managers, and supervisors to address issues raised in the interviews • Report back to employees on all actions taken to correct identified issues Department head, managers, supervisors • Review information and reports on completed stay interviews • Develop plans to address issues raised in the interviews • Report back to employees on all actions taken in the department to correct policies, procedures, and related issues Human Resource designate • Identify employees to be interviewed on a rotating basis Retention (Stay) Interview • Provide employees with information on what to expect in a stay interview • Develop a question bank or template for stay interviews and ensure a process is easily followed and evaluated • Conduct retention (stay) interviews • Compile data and recommendations and follow up actions and provide to CAO and department heads; identify potential policy changes Employees • Participate in stay interviews or ask to have a stay interview • Give honest and constructive information and share your ideas for improvement Employee Long Service Recognition Policy 7.6 EMPLOYEE LONG SERVICE RECOGNITION POLICY Policy: Employee Long Service Recognition Policy Approval Date: January 25, 2024 Section: Recruitment and Retention Effective Date: January 25, 2024 Policy Number: 7.6 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester is committed to recognizing employees for their achievements and dedication to our work. The objectives of this policy are to: • outline our formal recognition award for long service to the Municipality • raise awareness of the value of recognizing employees and the positive effect it has on our overall organizational success. Policy Description We appreciate our employees and their commitment to the Municipality. Each December, we formally recognize employees who have reached milestones in their employment. Long Term Recognition Our rewards are as follows: Completed years of service Certificate signed by the Warden and CAO Gift or gift card Value 5 $20 10   $40 15   $60 20   $80 25   $100 30   $120 35   $140 Employee Long Service Recognition Policy 40+ (every five years)   $160 We follow the Canada Revenue Agency (CRA) Guidelines. Non-cash awards, including gift cards that meet the CRA guidelines are not considered a taxable benefit. Service award In addition to the Long Term recognition program the Municipality provide a service award. Employees are awarded $60 for each complete year of service upon retirement, resignation, or death of an employee. Responsibilities Municipal Council • Participate in long-service recognition events Chief Administrative Officer (CAO) • Authorize and record expenditures related to recognition activities, in accordance with CRA rules • Ensure employee recognition activities comply with this policy Department head, managers, supervisors • Recognize employees for their long service to the municipality through formal recognition and informal recognition activities Human Resource Designate • Provide data to department heads and the CAO to support the recognition activities • Ensure recognition rewards are reviewed and updated and recommend changes to the CAO when needed Section 8 Health, Safety, and Wellness Occupational Health & Safety 8.1 OCCUPATIONAL HEALTH & SAFETY Policy: Occupational Health & Safety Approval Date: January 25, 2024 Section: Health, Safety, and Wellness Effective Date: January 25, 2024 Policy Number: 8.1 Last Updated: January 25, 2024 Purpose The Municipality of the District of Chester is committed to providing a safe and healthful work environment for its employees. We are committed to our objective to eliminate the possibility of injury and illness. The OHS policy is issued to express this commitment and forms the basis of the Occupational Health and Safety Program. Definitions OHS Act - means the Occupational Health and Safety Act of the Province of Nova Scotia OHS Program - means the current approved Occupational Health and Safety program as issued by the Municipality of the District of Chester JOHSC - means the Joint Occupational Health and Safety Committee Policy Description This Policy is a requirement of the OHS Act. It must be reviewed, signed, and dated by the Chief Administrative Officer (CAO) and posted annually. For posting purposes, Section 2, Health and Safety Policy of the OHS Program may be used. Municipality of the District of Chester will: • take all reasonable precautions to prevent harm to our employees, contractors, and the public • where possible, eliminate, mitigate, and implement appropriate controls to hazards in the workplace. If that is not possible or sufficient and where there is a requirement, employees will be required to use all appropriate safety equipment, clothing, devices, and materials for personal protection • through all levels of management, co-operate with the Joint Occupational Health and Safety Committee (JOHSC) and employees to create a safe and healthful work environment. The same co-operation will be extended to others such as contractors, owners, OHS Officers and others having responsibility for health and safety in the workplace • Train and hold responsible all managers and supervisors for ensuring the safety of the worksites, equipment, and facilities and that the employees under their supervision, follow this Policy and the OHS program • work in a spirit of consultation and co-operation with the employees in achieving the Municipality’s health and safety initiatives and encourage employees to play a role in identifying hazards and to offer suggestions or ideas to improve their health and safety program. • train and hold responsible all personnel to report to their supervisor or member of the JOHSC as soon as possible, any hazardous conditions, injury, accident, or illness related to the workplace Occupational Health & Safety • Train and hold responsible all employees to work in a manner to protect their own health and safety and that of their co-workers and the public by complying with applicable Acts and Regulations and to follow policies, procedures, rules, and instructions as prescribed in the OHS Program. Responsibilities Chief Administrative Officer (CAO) • Ensure the Municipality has an effective OHS program and management system. • Ensure a Joint Occupational Health and Safety Committee (JOHSC) is established in accordance with the OHS Act. • Appoint a Safety Coordinator responsible for promoting, fostering and enforcing health and safety at all Municipal worksites. (This position may be in conjunction with other responsibilities of the designated employee) • Ensure management and employees comply with and are held accountable for all responsibilities outlined in the OHS Act and OHS Program • Ensure staff and Council are provided with regular Health and Safety performance updates • Review, sign, and date this policy (Section 2 of the OHS Program) annually. Department heads, managers and supervisors • Fulfill their responsibilities outlined in this policy and the OHS program • Co-operate with the Municipality, other employees, JOHSC and Safety Officers on health and safety matters • Ensure that the employees under their supervision, are appropriately trained and equipped to perform work in a healthy and safe manner • Notify the HR designate and JOHSC of any identified or reported hazard, injury, or illness as soon as possible and fulfill reporting requirements for the Workers’ Compensation Board • Ensure that employees under their supervision follow this policy and the OHS program Safety Officer • Review and update the OHS program and management system • Review meeting minutes and assist the Joint Occupational Health and Safety Committee (JOHSC) as needed to ensure the Municipality is meeting OHS Act requirements. • Assist management and employees to comply with and understand their accountability for responsibilities outlined in the OHS Act and OHS Program • Provide CAO with reports and OHS performance updates Employees • Take every reasonable precaution to protect their own health and safety and that of their co- workers and others at or near the municipal workplaces. • Co-operate with other employees, JOHSC and Safety Officers on health and safety matters • Report any hazard, injury, or illness as soon as possible and fulfill reporting requirements for the Workers’ Compensation Board • Fulfill all responsibilities outlined in this policy and the OHS program Substance Use 8.2 SUBSTANCE USE Policy: Substance Use Approval Date: January 25, 2024 Section: Health, Safety, and Wellness Effective Date: January 25, 2024 Policy Number: 8.2 Last Updated: January 25, 2024 Purpose This policy is part of our commitment to maintaining a safe and healthy workplace for our employees. The objectives of this policy are to: • Ensure a safe workplace by educating employees about expectations around substance use in the workplace • Establish a process for supervisors and employees to address concerns around impairment on the job • Outline the possible consequences for violations of this policy. Scope This policy applies to all employees of the Municipality of the District of Chester and applies during working hours to all employees while they are on Municipality premises or worksites, or anywhere else while they are attending or conducting business of the Municipality. Policy Description This policy states the Municipality’s position on the use and or consumption of products that may impair the judgment of an employee while working for the Municipality. The Municipality is committed to providing a safe, comfortable, and productive work environment for its employees. It is recognized that employees who abuse alcohol or drugs at work - or who appear at work impaired and or under the influence of alcohol, cannabis products, or other prescription or recreational drugs - may cause harm to themselves and potentially the environment around them (work or otherwise). Fit for duty Municipal employees are not permitted to report for work while impaired by a substance or if they are not fit for duty (able to perform assigned duties and tasks in a safe and responsible manner). Reporting requirements Employees are required to report any safety risks in the workplace, including their own impairment. If an employee is unsure of whether a safety risk exists at a given time, they are required to consult their department head or supervisor to initiate a risk assessment. Employees who violate this policy may face disciplinary action, up to and including termination. All reports of suspected impairment will be treated confidentially to the extent permitted by law. Substance Use Suspected impairment If a department head, manager, or supervisor has a reason to believe an employee is impaired they: • Must confidentially meet with the employee to ask them if they have been using drugs or alcohol (and to look for signs of impairment) and inform them they are being placed on administrative leave for the remainder of the workday as there is reason to believe that they are impaired • Must arrange for appropriate transportation for the employee • Should not discuss performance or administer discipline while the employee is suspected of being impaired • Must document the incident and contact the CAO and/or Human Resource designate as soon as reasonably possible to inform them of the situation and to schedule a meeting with the CAO and/or designate to determine the appropriate resources and course of action to be taken Return to work after being sent home • Managers must participate in planning the employee’s return to work after being sent home, where appropriate. Typically, the employee can return to work the next workday and will be expected to attend a meeting to discuss the next steps • Employees who have been sent home due to suspected impairment are expected to return to work, sober and ready for their next scheduled work shift • If the employee is medically unable to report for their next scheduled shift, they are required to provide medical documentation stating the expected date they will be able to return to work. Safe travel arrangements If a supervisor or department head has asked an employee to leave the workplace due to suspected substance use, the employee must leave the worksite immediately for the safety of themselves and others. The employee must use the transportation arrangement provided by the employer. Medications Employees must always use medications responsibly, which includes learning from the physician and/or pharmacist whether a medication may inhibit their ability to perform their work safely and productively. Employees must advise their supervisor of any medication which has the potential to impact their ability to perform their work safely; failing to report the use of such medication may result in disciplinary action, up to and including termination. Right to refuse work If an employee suspects another employee of being impaired during their work, the non-impaired employee may exercise their “Right to Refuse Work” as per the Occupational Health and Safety Act and must: • immediately report their concerns and refusal to work to the appropriate supervisor or designate • make every reasonable effort to keep themselves and others safe Substance Use Off duty activities It is not the intent of the municipality to control the activities of an employee while off duty. However, the Municipality, by this policy, expects an employee to report to and attend work fit for duty and not impaired; the employee is expected to adjust their off duty conduct to ensure they are not impaired by any substance when reporting for duty. Appeals Employees may submit a written appeal which must clearly state the grounds for the challenge, which may include, but are not limited to, disputing the accuracy of the information, challenging the fairness of the investigation, or presenting new evidence not previously considered. Responsibilities Chief Administrative Officer (CAO) • Ensure employees are advised of the Municipality’s policy on substance use • Reinforce the Municipality’s commitment to a safe, comfortable, and productive work environment for all employees • Consider appeals of employees who dispute a determination of substance abuse Department heads, managers, supervisors • Meet with employees and discuss concerns in a respectful and timely manner • Arrange appropriate transportation for an employee being sent home • Notify the Human Resource designate of concerns and actively participate in follow-up actions Human Resource designate • Help department heads, managers, and supervisors to manage employees and situations where substance use is occurring • Provide advice to department heads and CAO to manage long-term issues related to substance use in the workplace Employees • Attend work fit for duty and perform duties in a safe and responsible manner • Manage medications responsibly and notify their supervisor of any medication they are taking that may impact their ability to perform their work safely • Notify the supervisor if they suspect another employee is making the workplace unsafe; follow the requirement of the Occupational Health and Safety Act Employee Wellness and Mental Health 8.3 EMPLOYEE WELLNESS AND MENTAL HEALTH Policy: Employee Wellness Approval Date: January 25, 2024 Section: Health, Safety and Wellness Effective Date: January 25, 2024 Policy Number: 8.3 Last Updated: January 25, 2024 Purpose We believe that our employees are our most valued assets, and we are committed to our shared role of maintaining a safe and healthy work environment recognizing its role in providing employees with a healthy and safe workplace that promotes positive physical and mental health (health). The objectives of this policy are to: • increase understanding of workplace issues that impact the health and well-being of municipal staff • create and maintain a work environment that will support employee health and well-being • build the knowledge, skills, and ability of employees to take control over their well-being by helping individuals become actively involved in improving their personal health. • communicate our commitment to support employees and their health. • promote work practices that prioritize health. Scope The Municipality of the District of Chester is committed to maintaining a safe and healthy work environment for its employees. We recognize that the individual health practices of our employees impact our organization just as our organization impacts their health. Therefore, we seek to enhance the health of our employees, create a positive work environment, and enable all employees to develop to their fullest potential. This fosters a healthy workplace culture with improved morale, increased productivity, and enhanced work-life balance. To facilitate this policy the Municipality will: • provide a healthy and safe physical/mental work environment • administer program funds and provide support for a healthy workplace • provide permanent municipal employees an optional well-being incentive of up to $50.00 per year towards a membership, equipment or program that is intended to improve the employee’s wellness. Eligible expenses / programs may include memberships and classes, physical activity or wholistic health services • organize wellness education sessions relating to mental, physical and emotional wellness • improve employee access to healthy snack options in the workplace by providing healthy food options during events, meetings, etc. Employee Wellness and Mental Health • provide an Employee and Family Assistance Program (EFAP) which provides confidential help for a wide range of concerns at no cost or minimal costs to the employee (provided by the carrier). Policy Description The Municipality recognizes that there are many factors within the work environment that can contribute to stress which can over time lead to chronic stress, mental illness, and physical problems. These conditions can also be contributing factors related to general physical health and safety in the workplace. Work Environment Our staff and management work together in support of positive health practices. The Municipality strives for a work environment: • in which coworkers and management are supportive of employees’ psychological and mental health concerns and respond appropriately as needed • in which coworkers and management support co-workers to have a safe and sustainable return to work off sick leave for mental and or physical illness or injury • characterized by trust, honesty and fairness • where there is effective leadership and support that helps employees know what they need to do, how their work contributes to the organization, and whether there are impending changes • where employees are respectful and considerate in their interactions with one another, as well as with customers, clients and the public • where there is a good fit between employees’ interpersonal and emotional competencies and the requirements of the position they hold • where employees receive encouragement and support in the development of their interpersonal, emotional and job skills • where there is appropriate acknowledgement and appreciation of employees’ efforts in a fair and timely manner • where employees are included in discussions about how their work is done and how important decisions are made • where tasks and responsibilities can be accomplished successfully within the time available • where employees feel connected to their work and are motivated to do their job well • where there is recognition of the need for balance between the demands of work, family and personal life • where employees’ psychological safety is ensured • where management takes appropriate action to protect the physical safety of employees Training for Managers Managers will receive training in good management practices. Managers will ensure staff are fully trained to do their jobs and will monitor workloads, overtime requirements, and vacation allotments. Managers will attend training to recognize and deal with harassment and bullying in the workplace and will request assistance from the Human Resource designate in a timely way to resolve workplace situations. Employee Wellness and Mental Health Resources Our Employee and Family Assistance Program (EFAP) is open to all employees, and we encourage staff to use the services when needed. Employees are encouraged to discuss EFAP or other available resources and needs with their supervisor, department head, HR designate or any member of the senior management team. Responsibilities Chief Administrative Officer (CAO) or designate • Fund and support an Employee Wellness Committee • Promote a healthy and safe work environment in keeping with legislative requirements • Promote a social environment supportive of employee well-being • Provide reasonable flexibility for employees to access programs that address specific health issues • Ensure management and employees are aware and follow mental health best practices within the work environment • Provide support for mental health programs as developed and implemented within the Municipality • Promote mental health in the workplace Department heads, managers, supervisors • Encourage employees’ efforts to make improvements in their health practices • Meet with employees to discuss observed symptoms and explore solutions to support their mental health • Promote and maintain open communication with employees on mental health concerns • Recognize, reduce, and try to eliminate stress caused by the physical environment, including encouraging walking meetings and physical activity breaks during extended meetings • Encourage employee’s sense of influence over their work and their lives • Arrange healthy food and beverages for meetings, training and other events, staff celebrations etc. • Attend workplace training and utilize good management practices • Implement practices to identify and eliminate or lessen workplace stressors related to organizational change • Ensure employees are trained and capable to complete tasks within time available Wellness Committee • Develop our employees’ personal resources to help them cope with the social and physical environment stress in their lives • Provide training and other learning opportunities for employees to develop healthy living plans that lead to improved active living and mental health activities for themselves and their family Human Resources designate • Provide information and support activities of the Wellness Committee • Process well-being incentive payments Employee Wellness and Mental Health • Provide information to employees on psychological safety in the workplace • Assist department heads, managers, and supervisors to create a safe and sustainable return to work for employees currently off on sick leave • Promote use of the EFAP • Provide employees with information on how to access EFAP services Employees • Share our commitment to a safe and healthy work environment and take advantage of health programs, activities, and resources (e.g., Employee and Family Assistance Program, community mental health resources) designed to support and enhance your personal health practices • Contribute ideas, opinions, and skills to develop and maintain a healthy workplace • Ensure that interactions with coworkers, management, the public and colleagues are respectful and considerate • Identify workplace stressors and discuss solutions with your manager as soon as possible • Recognize symptoms of chronic stress and mental illness and seek medical assistance • Provide support to employees who are experiencing chronic stress and mental illness by encouraging them to speak with their manager to identify solutions • Use the services of the EFAP when needed Right to Disconnect 8.4 RIGHT TO DISCONNECT Policy: Right to Disconnect Approval Date: January 25, 2024 Section: Attendance and Leaves Effective Date: January 25, 2024 Policy Number: 8.4 Last updated: January 25, 2024 Purpose The purpose of this policy is to establish guidelines and expectations for employees to disconnect from work during non-working hours, promoting a healthy work-life balance and employee well-being. Policy Description The Municipality recognizes the importance of work-life balance and encourages employees to prioritize personal time outside of work hours. Employees are encouraged not to send non-urgent work-related emails, messages, or calls outside of regular working hours. Communications Expectations Employees are encouraged to handle work-related communication during regular business hours whenever possible. While occasional after-hours communication may be necessary, employees are not expected to respond to emails outside of their designated work hours. Emergency Situations In the case of emergencies or urgent business matters, employees may be required to check and respond to emails outside of regular working hours. Employees are not expected to respond to non-urgent work-related communications outside of regular working hours unless it is an emergency or agreed upon in advance. Vacation TimeDuring approved vacation periods, employees are not obligated to check work-related communications. Employees are encouraged to set clear out-of-office messages. Rest Days On Rest days, employees are encouraged to fully disconnect from work-related activities. Flexibility The Municipality acknowledges that there may be instances where employees choose to or need to respond to emails after hours. Flexibility is encouraged, and employees are trusted to manage their time effectively. Right to Disconnect Responsibilities Chief Administrative Officer (CAO) Ensure management and employees are aware and follow the Right to Disconnect Policy. Department head, managers, and supervisors • Managers are responsible for fostering a culture that values work-life balance and sets an example by respecting employees' time outside of work. • Managers are encouraged to use delayed sending of emails when working after hours. • Managers and supervisors should recognize and respect the right of their employees to disconnect during their non-working hours. • Managers should communicate clearly about expectations for after-hours work, especially during busy periods. Employees • Employees have the right to disconnect during non-working hours. • No employee should feel pressured to be constantly available outside of regular business hours. • Employees should recognize and respect the right of colleagues to disconnect during their non-working hours. Work Clothing & Equipment 8.5 WORK CLOTHING & EQUIPMENT Policy: Work Clothing & Equipment Approval Date: January 25, 2024 Section: Health, Safety, and Wellness Effective Date: January 25, 2024 Policy Number: 8.5 Last Updated: January 25, 2024 Purpose We are committed to providing a healthy and safe work environment for our employees and are dedicated to the objective of eliminating the possibility of injury and illness. Specific work clothing and Personal Protective Equipment (PPE) is necessary when a workplace hazard is identified and cannot be eliminated, or when more effective control methods or other means of protection are not feasible. This policy confirms the work clothing items and PPE that is provided to Municipal employees whose tasks require them. The objectives of this policy are to: • confirm the work clothing items and safety equipment are provided to municipal employees where work tasks or workplace environments require them • outline other eligible safety equipment and reimbursement amounts Policy Description The Municipality is committed to providing a healthy and safe working environment for all employees. We follow the recommendations of our Joint Occupational Health and Safety Committee (JOHSC) to ensure our employees can perform their work without increased risks. Section 3 of the OHS program outlines the roles and responsibilities related to general PPE requirements for hazards identified in the current Municipality’s Comprehensive Hazard Assessment. These requirements are reviewed on a regular basis as work processes, tasks and facilities change. Eligible safety equipment The assessment of work clothing and PPE shall consider the nature of the tasks assigned, environmental conditions and the performance and comfort of protective clothing. Only those items of protective equipment that meet CSA or legislated standards will be selected. If a standard does not exist, selection is based on the overall suitability, performance, and protection characteristics. Employees whose jobs require the use of special work clothing or PPE will be informed of the PPE selection and trained in its proper use. The Municipality will provide general work clothing and PPE e.g., uniforms, gloves, hard hats, approved blaze orange safety vests) as required to safely perform job tasks. The Municipality will pay 100 percent of the costs for the items. Work Clothing & Equipment Generally, an adequate inventory of these common items will be available within the departments from which the employee can fulfill their clothing or PPE need. The employee must notify the respective supervisor upon equipping themselves with this type of work clothing or PPE. For items that require specific fitting or sizing e.g., safety footwear, prescription safety glasses, the employee is required to obtain preapproval of any purchase from their supervisor, senior administrative, officer or department head. Upon approval of the employee’s clothing or PPE need, the Municipality will pay for or reimburse the employee for the costs incurred To ensure reimbursement, the employee must obtain pre-approval from their supervisor, manager, or department head for the following items: • up to two (2) pair coveralls per year • safety footwear (up to $400 each year) • safety glasses, including prescription safety glasses (up to $400*) *Specific purchases for safety footwear and prescription safety eyeglasses outside of the limits above require the approval of the CAO. Specialty PPE which requires regular third-party certifications, as outlined in the Act, e.g., confined space, fall arrest, will be provided as required and maintained by the Municipality Crested/branded clothing The Municipality may provide certain employees with crested clothing items to be worn at work. These crested clothing items remain the property of the Municipality and must be returned when they are worn out or become damaged, or when employment with the Municipality terminates for any reason if the item of clothing references job title, position, or employment with the municipality. The Municipal reimbursement of any crested/branded clothing requires the pre-approval of the department head and CAO. Employees may choose to purchase branded/crested clothing when offered to employees from time to time, but in any case, this shall not include any titles or reference to employment with the municipality. Responsibilities Chief Administrative Officer (CAO) • Review and process requests outside of policy limits Department head, managers, and supervisors • Fulfill their responsibilities outlined in this policy and the Section 3 of the OHS program • Maintain supplies of common clothing and PPE and make them available to employees as required • Supply (or reimburse) employees for costs associated with clothing or PPE that requires specific fitting or sizing • Supply and maintain all specialty PPE as required by the OHS program or OHS Act Employees • Properly clean, maintain and inspect (at time of issue and before each use) PPE as required Work Clothing & Equipment • Use the PPE or devices as required for the workplace and in accordance with the manufacturer’s instructions and training provided • Advise supervisor of any work clothing or PPE that is of questionable reliability, damaged or in need of service or repair; remove such item from service and arrange for repair or replacement