Common use of Joint Workload Committee Clause in Contracts

Joint Workload Committee. a) The purpose of the Joint Workload Committee is to make recommendations to the senior leadership team on ways and means to provide solutions to workload issues for bargaining unit employees. Factors to be considered may include but need not be limited to the following: funding; child welfare protection training; Ministry standards and guidelines; Agency standards, policies and procedures; legislative changes; trends identified through workload assessments; as well as those listed in 37.03(a) of the Collective Agreement b) The Joint Workload Committee will be comprised of three (3) Union representatives appointed by the Union, one of whom will be the President of the Local or their designate, and three (3) management representatives appointed by the Employer, at least one of whom will be a member of the senior leadership team. Given that the key focus of the Joint Workload Committee is to effectively address issues related to workloads, the parties commit to appoint representatives with a working knowledge of workload issues. An Employer or Union representative shall chair the Committee on an alternating basis. c) The Joint Workload Committee may also consider a review of systemic workload issues referred to it by the Labour Management Committee. In this circumstance, the Joint Workload Committee will be able to review workload issues with any agency staff it deems appropriate to acquire sufficient knowledge of the issue in order to make recommendations. d) The Joint Workload Committee will meet on a quarterly basis at a minimum or as otherwise agreed upon by the parties. e) Time spent in attendance at Joint Workload Committee meetings or attending to the work of the Joint Workload Committee as assigned by both Co-Chairs will be considered as time worked, up to a maximum of 3 hours per Joint Workload Committee meeting held. f) The Joint Workload Committee will have ongoing access to caseload statistics through the Agency’s intranet. g) The Joint Workload Committee will be provided with compensatory time statistics related to all bargaining unit employees prior to each quarterly meeting. h) Minutes of the Joint Workload Committee’s meetings will be posted on the Agency’s intranet. i) The Joint Workload Committee will forward issues to the senior leadership team where resolution of the issue is beyond the scope of the Committee. Such referral may be with or without recommendations. j) The Executive Director will provide a formal response to the Joint Workload Committee within twenty-one (21) working days. If additional response time is required, the Committee will be notified of the anticipated time required to respond. Should a recommendation not be implemented, the reasons for the decision will be provided to the Joint Workload Committee and the Joint Workload Committee will revisit the issues that led to the recommendation.

Joint Workload Committee. a) The parties hereby agree to the establishment and maintenance of a Workload Committee. The purpose of the Joint Workload Committee is to make recommendations to the senior leadership team Senior Management Team on ways and means to provide solutions to workload issues for bargaining unit employeesrelating to Society employees and the impact of factors on workload. Factors to be considered may include including but need not be limited to the following: fundingfunding formula; child welfare protection training; Ministry ministry standards and guidelines; Agency agency standards, policies and procedures; legislative changes; trends identified through workload assessments; changes as well as those listed in 37.03(a) of the Collective Agreement b) Part Step I below may be considered. The Joint Workload Committee will be comprised of three (3) Union representatives appointed by report to the Union, one of whom will be the President of the Local or their designate, and three (3) management representatives appointed by the Employer, at least one of whom will be a member of the senior leadership team. Given that the key focus of the Joint Workload Committee is to effectively address issues related to workloads, the parties commit to appoint representatives with a working knowledge of workload issues. An Employer or Union representative shall chair the Committee on an alternating basis. c) The Joint Workload Committee may also consider a review of systemic workload issues referred to it by the Labour Senior Management Committee. In this circumstance, the Joint Workload Committee will be able to review workload issues with any agency staff it deems appropriate to acquire sufficient knowledge of the issue in order to make recommendations. d) The Joint Workload Committee will meet Team on a quarterly basis at a minimum or as otherwise agreed upon requested by the parties. e) Time spent in attendance at Joint either party. The Workload Committee meetings or attending to the work of the Joint Workload Committee as assigned by both Co-Chairs will be considered as time worked, up to a maximum of 3 hours per Joint Workload Committee meeting held. f) The Joint Workload Committee will have ongoing access to caseload statistics through the Agency’s intranet. g) The Joint Workload Committee will be provided with compensatory time statistics related to all bargaining unit employees prior to each quarterly meeting. h) Minutes of the Joint Workload Committee’s meetings will be posted on the Agency’s intranet. i) The Joint Workload Committee will shall forward workload issues to the senior leadership team Senior Management Team where resolution of the issue is beyond the scope of the Committeecommittee. Such referral may be with or without recommendations. j) . The Executive Director will provide a formal response to the Joint Workload Committee recommendations within twenty-one (2115) fifteen working days. If additional response time is required, required to respond the Committee will committee shall be notified of the anticipated time required to respond. Should a recommendation not be implemented, the reasons for the decision will be provided to the Joint Workload Committee and the Joint Workload Committee will revisit the issues that led to the recommendation. The Workload Committee will be comprised of three representatives appointed by the Union one of whom shall be the president of the local or their designate, and three representatives of management. Given the key focus of the Workload Committee is effectively managing child protection caseloads the parties commit to appoint representatives with a working knowledge of child protection issues. A management or union representative shall chair the Committee on an alternating basis. All time spent attending to the business of the Workload Committee shall be considered work time. The Workload Committee may also consider a review of systemic workload issues referred to it by the committee for staff not identified in Part I. In this circumstance the Workload Committee will be able to review workload issues with any agency staff they deem appropriate to acquire sufficient knowledge of the issue in order to make recommendations. The Committee may meet on a monthly basis but at a minimum shall meet on a quarterly basis. Such time will be considered as time worked. The Workload Committee shall have ongoing access to all statistics. When an Employee or Supervisor triggers a workload assessment the committee shall be notified and kept apprised of the steps being taken to resolve the issue. The workload committee may trigger a workload assessment if the statistics indicate a review may be warranted. Such review shall be undertaken in accordance with Part Expiring March Agreement between the Children’s Aid Society of the Region and Local The employee’s supervisor on an individual and team basis will review issues relating to the fair distribution and volume of workload. The supervisor will monitor workload assignments and volume and address any real or potential issues at the regularly scheduled individual supervision or team meetings. Factors to be taken into consideration prior to assigning cases may include but are not limited to the following: Assignment to the training team as a new hire. Number of cases before the court. Number of designated high-risk cases. Number of supervised access visits. Number of workers on the team. Amount of driving time required. Team coverage. Leaves of absence, including vacation and sick leave. Complexity of cases affecting service needs. Agency related committee work and field instruction. Coaching and mentoring of new staff. Attendance at training sessions. High profile and/or contentious cases. Linguistic skills. New technology and systems or software. Other employment related duties or assignments.