7.2 RELOCATION EXPENSES FOR NEW EMPLOYEES

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1 The Library Board will set the rates of pay, fringe benefits and working conditions in accordance with the Employment Standards Act and any other laws and regulations of the Province of British Columbia that govern employees. 7.1 DIRECTOR OF LIBRARY SERVICES According to the Library Act, the Library Board is responsible for the appointment of the Director of Library Services. Through an annual Performance Review process the Library Board reviews the Director of Library Services performance and participates in the setting of future goals and directions. (Approved by Library Board February 2004) 7.2 RELOCATION EXPENSES FOR NEW EMPLOYEES The Library Board will pay a negotiated amount up to maximum of 10% of one year's salary (not including fringe benefits) for the moving expenses of any staff member hired from outside of the Lower Mainland and the money will be payable in the first two weeks of employment. (Approved by the Library Board, September 1995) 7.3 GUIDELINES FOR RETIREMENT GIFTS FROM THE LIBRARY BOARD Staff members who retire after 9-15 years a gift between $100 - $150. Staff members who retire after years a gift between $150 - $250 The Director of Library Services has the discretion and ability to approve retirement gifts within the above guidelines. The Director will inform the Library Board of any approvals at its next Board meeting. Gifts from the Board are only given to staff members when they retire. (Approved by Library Board August, 1986) (Revised by Library Board November 13, 1997 and May 14, 2009) 7.4 EXIT INTERVIEWS Every employee leaving the Library will be asked to participate in an Exit Interview with their Supervisor. (Approved by Library Board April 10, 2003) Date Issued: January 2006 Page: 1

2 7.5 WORK PLACEMENT REQUESTS The Library is often approached by agencies such as the School District, Capilano College or YMCA to provide a work experience placement for one of their students for varying lengths of time. These requests should be evaluated by a Branch Manager in relation to qualifications of the student, length of proposed placement, work and staff time available in the Library; and previous commitments to other groups. The Director of Library Services will then give final approval for a placement. As a community resource the Library will provide work experience positions when possible and in order of request. One placement per year would be adequate, but others could be considered if work and staff time permit..1 Community Service Placement Requests in Branch Children's Departments (Approved by Library Board August, 2000) The Library makes the effort to accommodate requests for student community service placements because it provides us with another opportunity to reach out to the larger community. Community Service students should be at least 12 years old (some exceptions may be made at the Branch Manager's discretion after consultation with the Branch Children's Librarian). All requests are evaluated and approved by the Branch Manager and, if the request is approved, the student is referred to the Branch Children's Librarian to arrange assignments and schedules. Hours will only be scheduled when the Branch Children's Librarian is available to supervise in the Children's Department. The number of approved placements may be limited by the Branch Manager due to availability of staff and previous commitments for other placements. 7.6 STAFF TRAINING AND DEVELOPMENT.1 All regular part-time and auxiliary employees can work a 2-hour shift in order to attend committee meetings, workshops or training when required to attend by the Library. (Approved by Library Board April 10, 2003).2 The North Vancouver District Public Library is committed to encouraging and supporting staff in continuous learning and professional development; and to providing ongoing training to educate staff in the use of technology. To further these objectives, the Library will make funds available for staff to attend workshops, conferences, courses and training programs that will enhance their ability to perform their duties and increase their skill levels..1 Courses, Workshops and Training Programs Where employees attendance at a course, workshop or program is required Date Issued: January 2006 Page: 2

3 by the library, employees will be given time off with pay and costs will be paid by the Library. When the event occurs on the employee s regular scheduled time off, the employee will be given straight time off in lieu at a time mutually agreed upon by the employee and their Supervisor. Where Regular employees have made a specific request to register for jobrelated training of their own choice and have received approval from their Supervisor, Manager and Director of Library Services; the Library will pay 50%, 75% or 100% of the course cost as determined and recommended by the employee s Manager. At the time of approval, the Director of Library Services will stipulate the amount that will have to be repaid if the employee leaves the Library s employment within a specified time. Employees may be asked to attend these courses on their own time or to request a Leave of Absence without pay..2 Attendance at Conferences Employees are encouraged to attend conferences in order to enhance their ability to perform their duties and bring to the Library information and ideas gained from programs and contacts. Applications for attendance should be addressed to the Branch or Department Manager and must be approved by the Director of Library Services or designate. Approval of requests to attend conferences depends on the appropriateness of program content to job duties, departmental workloads, schedules and available funds. Expenses incurred for authorized attendance will be reimbursed as outlined in Policy 6.7. (Approved by Library Board June 12, 2003) 7.7 POSTING AND FILLING OF VACANCIES (Approved by Library Board September 9, 2004) (Revised by Library Board October 7, 2005) The criteria for filling positions in the Library will be assessed based on an analysis of the needs of the organization. The following steps will be taken to fill a vacancy: 1. For full-time positions only, the Library will provide an opportunity for employees to submit a lateral transfer request when a vacancy exists. 2. If not filled by lateral transfer, full-time and part-time positions 20 hours and over, will be posted and filled using the interview competition process. (See Working Conditions ) 3. With regular part-time positions under 20 hours, an expression of interest will be distributed to all worksites. The hours will be filled by a candidate having the Date Issued: January 2006 Page: 3

4 required knowledge, skill and ability to perform the duties. 7.8 REQUESTS FOR UNPAID LEAVE OF ABSENCE (Approved by Library Board September 9, 2004) (See also Working Conditions: Leave of Absence; Family Responsibility Leave and Family Illness) The Library understands there are times when an employee requires or would benefit from an unpaid Leave of Absence. The following guidelines and procedures are set up to facilitate fair and consistent treatment across the Library on requests for unpaid leaves, notwithstanding that each request will be considered on its own merits. Management will not unreasonably deny unpaid leave requests once satisfied that the absence will not materially add replacement personnel costs, or negatively impact on the delivery of service or the efficient workflow of the department. CATEGORIES Employees reasons for requesting leave without pay can be divided into four basic categories with examples of reasons for leave requests that will be given consideration: 1. Emergency Situations These situations can include: unexpected family care responsibilities which are beyond the 5 days of Family Responsibility Leave (ref. Working Conditions 8.4.8); household emergencies; or personal business affairs of an emergency nature. 2. Extenuating Circumstances This category covers a variety of situations which may include: extraordinary travel opportunity; mid to longer term family care responsibility; or to extend compassionate leave (ref. Working Conditions 8.4.4). 3. Health & Well Being Where an employee s mental or physical health condition, not deemed sufficiently serious for doctor-approved sick leave, would benefit from an additional period of rest or recovery. 4. Education or Work Experience Leave When it would ultimately benefit the Library, an employee may be granted leave time to pursue a course of studies; complete a school project; or gain work experience through alternate employment with another employer. APPROVAL CRITERIA All leaves of absence are subject to the final approval of the Director of Library Services. Approval of unpaid leave of absence will take into consideration the following criteria: Length of time as a member of NVDPL staff. Employee must have passed probation and will have a minimum of one year of service with NVDPL. The Date Issued: January 2006 Page: 4

5 length of service may have some bearing on the length of leave granted. Effect of absence on the workplace. Previous leaves of absence for the same or other reasons. Duration of the leave requested. With proper and sufficient notice from the employee, renewals or extensions of the approved leave of absence period may be requested; but generally speaking will not be considered if the total leave period is to go beyond 12 months and the employee is expected to return to their former position. If an employee has unused vacation credits or banked overtime, they may be asked to utilize all or a portion of these prior to the availing of unpaid leave of absence (subject to pro-ration of entitlement for leaves over one month). EFFECT ON BENEFITS 1. Increment anniversary dates, sick leave and vacation entitlements are adjusted for leaves of absence exceeding one month. Supplementary paid vacation is adjusted when an employee has taken more than six months leave without pay. 2. The employee must pay the employee s and employer s share of the premiums for benefits (MSP, EHB and Dental) in advance, effective from the first of the month following the commencement date of leave. 3. When a leave of absence for any reason exceeds 5 working days, employees are not entitled to paid public holidays that fall within the leave. 4. Accumulated sick leave credits may not be used during an approved unpaid leave of absence. 5. Under the Pension Corporation s rules for Purchase of Service, unpaid leave of absence, other than maternity/parental/adoption leave, may be purchased anytime up to the sooner of retirement or five years following the date of return to work, with the employee paying the employee s and employer s contributions. PROCEDURE 1. The employee submits a request for leave without pay in writing to the Department or Branch Manager. 2. The Manager reviews the request using the guidelines above and forwards the request to the Director of Library Services with their recommendations. 3. The Director of Library Services reviews the request, makes the final decision and communicates the decision to the Manager. 4. Where an approved leave of absence of six months duration or more will affect the operational requirements of a branch or department, the position may be posted as a temporary vacancy. Senior management positions are excluded from the provision of posting Director of Library Services, Manager of Collections & Services/Deputy, Manager or Technical Services, Manager of Systems & Technology, and Branch Manager. Date Issued: January 2006 Page: 5

6 5. Once a leave without pay has been approved, the employee will be notified by the Manager and/or the Director of Library Services in writing. Changes to the dates are not permitted except under extenuating circumstances and with the authorization of the Manager and the Director of Library Services. 7.9 DISABILITY MANAGEMENT (Approved by Library Board September 9, 2004) The North Vancouver District Public Library will endeavour to accommodate employees through the provision of meaningful, productive employment opportunities when reasonably practicable short of undue hardship and through the provision of benefit entitlements as applicable. The Disability Management Policy and guidelines are intended to achieve effective disability management and safe return to work by: Assisting employees in maintaining their dignity and self-respect subsequent to being adversely affected by a disabling injury or illness. Supporting affected employees, reducing stresses, adjusting to a disability, reintegration to the workplace, and other factors that adversely affect disabled employees. Monitoring absenteeism and initiating early intervention resulting in the expeditious return to work of valuable staff thereby minimizing the economic and emotional impact on employees. Establishing/promoting good communication between all parties; respecting the need to protect confidential information. The Library is committed to supporting the spirit and intent of the human rights legislation. As a part of this commitment we will work diligently with our employees to provide reasonable accommodation so that all employees may participate to their full potential and thereby contribute to our mutual success. RESPONSIBILITY FOR MANAGEMENT Under the B.C. Human Rights Act, all individuals are protected from discrimination in employment. When an employee s individual circumstances require accommodation as defined in the Act, the employer has a duty to provide accommodation to the point of undue hardship. TERMINOLOGY / DEFINITIONS Accommodation - A reasonable adjustment or modification made in the work situation that allows an employee to perform the essential duties associated with the position, while permitting the operating area to maintain safety and productivity standards, (e.g. reorganize tasks, hours of work; modify the method used to perform a Date Issued: January 2006 Page: 6

7 task, provide assistive devices; provide training). This may include consideration of alternate work. Disability - A physical or mental impairment. Due Diligence Due diligence is the level of judgement, care and activity that a person or group or organization would reasonably be expected to exercise under particular circumstances. When applied to disability management, due diligence means that employers and employees shall take all reasonable steps to accommodate the needs of disabled employees. Duty to Accommodate Duty to accommodate refers to an employer s obligation to take appropriate steps to provide accommodation to an employee with a disability, short of undue hardship; the employee s obligation to accept a reasonable accommodation short of undue hardship. Accommodation is not a courtesy it is the law, arising out of Canadian Human Rights Legislation under Discriminatory Acts. Modified Work Plan A plan established and reviewed by the Management and the employee with identified capabilities/restrictions received from the attending physician, with or without assistance from an Occupational Health Physician or a rehabilitation specialist, that includes all aspects of a modified work plan such as: reassigned responsibilities, rescheduling, training or modification of job duties, equipment or work stations, etc. Return-to-Work Program (RTWP) An early intervention, proactive process designed to help restore the disabled employee to their workplace. The RTW process restores a worker to the workplace as part of his or her recovery program. Such programs are highly structured and frequently graduated, returning the employee within a defined schedule that gradually increases to regular hours. These programs may be performed under the guidance of a rehabilitation specialist and/or physician. Undue Hardship - Based on current jurisprudence, undue hardship includes the following. The actual parameters of undue hardship are yet to be defined by the courts. 1. Financial costs 2. Problems of morale 3. Inter-changeability of work force and facilities 4. Size of the employer s operation 5. Safety - Including the magnitude of the risk and who will bear it AREAS OF RESPONSIBILITY Library (Management) To lead the Library in its disability management process. Is responsible for implementing reasonable measures, short of undue hardship, to accommodate employee needs with regard to physical and mental disability. To carry out due diligence through policy and process. Date Issued: January 2006 Page: 7

8 Is responsible for the ongoing review and monitoring of accommodation situations. Ensures strict confidentiality in all cases. Employee Is responsible for proactive and full participation; cooperating with the Library s Provide reasonable information and written confirmation as requested. Reasonable information is restricted to relevant medical information that will focus on ability to return to work, on return to work timelines and functional capabilities or limitations of the individual as they relate to the work situation. Provide all information that may be relevant and impact the accommodation. Participate in the development of an appropriate accommodation plan. Be reasonable in accepting accommodation measures offered. Supervisor Is responsible for notifying the Library (Management) of their employee s absence from work due to illness or injury when that absence has the potential to extend beyond five working days. Is responsible for facilitating and implementing an accommodation. Is responsible for the employees reporting to them. Wherever possible the supervisor will endeavour to accommodate an employee in their own job or within their own work unit. Review the essential job duties and explore methods of accommodating the employee. Cooperate with design and implementation of an appropriate plan. Include employee during the accommodation process and participate fully in the accommodation process. Require the employee only to perform work activities within the restrictions outlined by the medical reports. Monitor absenteeism and early intervention to facilitate the expeditious return to work of valued employees. Employee s Physician To diagnose and treat the illness or injury. To advise and support the patient (employee). To provide and communicate appropriate information to the patient (employee) and to the employer. To work closely with other health care professionals to facilitate the patient s (employee s) timely return to the most productive employment possible. Date Issued: January 2006 Page: 8

9 Occupational Health Physician (independent physician) WCB Review the medical history and initiate communication with disabled employee s treating physician to clarify and/or provide recommendations regarding medical information. Identify employee s capabilities/limitations then recommend the most appropriate course of action in light of the employee s medical condition. Promotes workplace health and safety through regulation and education. Focuses on prevention, rehabilitation and wage loss compensation services. ACCOMMODATION PROCEDURE The purpose of this procedure is to outline the steps to be followed when accommodating employees. It is important to recognize that while consistent policy and procedure is established and will be adhered to, request for accommodation must also be considered on an individual basis and variations, depending on the circumstances of each case, are appropriate. The goal in all situations is to have a productive employee, within the constraints of their impairment, without negatively impacting operations, safety or staff morale in the work site. The Library is not required to create a job to suit an employee s disablement. 1. Identification of need for accommodation. Request for accommodation may be made by: - Employee - Employer - Physician An employee who is absent from work for more than five days because of illness may be required to have their doctor submit confirmation of the condition, why the employee is prevented from working and anticipated duration of the absence. In the event of an extended absence, prior to returning to work, the employee must submit medical documentation that the employee is able to perform the job duties. Monitor absenteeism in support of early intervention strategies. The employer has the right to, and will, verify the need for accommodation requesting rationale or evidence in writing from relevant professional resources. 2. Evaluation of Employee Capabilities and Limitations An evaluation is made to determine the employee s capabilities and limitations as they relate to the workplace. This evaluation may involve obtaining information from a relevant third party. Date Issued: January 2006 Page: 9

10 An important consideration when evaluating capabilities and limitations in terms of operational requirements is whether an accommodation situation is short or long term. A short-term need may be easily met; however, a longer-term situation may require a more complex planning process. 3. Determination of Accommodation within Existing Position It is the Library s objective, in accordance with legislated requirements, to accommodate an employee within their existing position wherever possible. Some methods to accommodate an employee include: - Modify work process or method - Adjust hours of work or rest periods - Provide assistive devices (e.g., Obus form for employees with back injury) Review previous accommodation methods of similar cases for successful strategies. 4. Explore Accommodations in Alternate Positions Should accommodation not be possible within existing position, exploration of alternate positions should be done. The same methods to accommodate an employee described for their current position will also apply for alternate positions. Some factors to consider when pursuing accommodation in an alternate position include: - Employee s classification - Capabilities and limitations of the employee - Operational needs 5. Monitor Accommodation Ensure medical documentation current throughout process. Ensure employee understands and is involved throughout the process. Monitor progress through interview and achievement of established goals and time parameters. EXHAUSTION OF ACCOMMODATION MEASURES The goal of the Library is to explore all accommodation measures available and facilitate an accommodation, with which the employee can live. This does not necessarily guarantee the perfect solution. Employees need to be aware that once reasonable accommodation measures have been made, further efforts will not be considered without a careful examination Date Issued: January 2006 Page: 10

11 of the reasons for refusal including further relevant medical documentation. If a reasonable proposal is refused by the employee, The Library s duty to accommodate is completed. Refusal of a reasonable accommodation by the employee releases the Library from further duty to accommodate RETIREMENT (See also Working Conditions ) (Approved by Library Board September 9, 2004) The decision to retire from employment is voluntary. Mandatory retirement at a pre-set age is age discrimination and clearly an outdated concept. Therefore, the North Vancouver District Public Library has replaced its mandatory retirement policy thereby acknowledging the rights of employees to voluntarily retire at any point after reaching age 55 except in instances where mandated retirement is justified by age-related bona fide occupational requirements. It should be noted that the subject of mandatory retirement is not found in either Federal or Provincial legislation, nor has it ever been a requirement of the Municipal Pension Plan. RETIREMENT AGE AND DEFINITIONS The following information has been summarized from BC Municipal Pension Plan materials and is subject to change at any time. Therefore, applicable rules and definitions are those contained in the Pension Plan s official documents at the time of any enquiry or transaction. EMPLOYEE GROUP Earliest Reduced Retirement Age VOLUNTARY Earliest Unreduced Retirement Age Normal Retirement Age MANDATORY Maximum Retirement Age Staff Exempt DEFINITIONS Definitions assume vesting, i.e., 2 years or more of contributory service: Earliest Reduced Retirement Age 55 < 60 pension calculated with all pensionable service. Pension is reduced if it commences before age 60 unless age and contributory service total 90 or more; Earliest Unreduced Pension Age 60 < 65 unreduced pension calculated with all pensionable service; Normal Retirement Age 65 or over unreduced pension calculated with all Date Issued: January 2006 Page: 11

12 pensionable service; Maximum/Mandatory Retirement Age the age at which retirement must occur; Pensionable Service used to calculate the amount of pension at retirement and is the actual time worked as a member of the Pension Plan. One full month of work = one month of pensionable service; ½ month of work = ½ month of pensionable service, and so on; Contributory Service number of years that contributions have been made. One month of contributory service is granted for any time pay is earned in a month and contributions made for that time; CONTINUING EMPLOYMENT BEYOND NORMAL RETIREMENT AGE Employees may continue in their positions beyond normal retirement age and must continue to make contributions to the Municipal Pension Plan until reaching age 69, or attaining the 35-year maximum pensionable service, or retirement, whichever occurs first. Employees wishing to continue beyond normal retirement age are requested to advise management of their intentions prior to reaching age 65. RE-EMPLOYMENT OF PENSIONERS Retired employees (pensioners) may be re-employed provided they have a break in service of at least 10 working days. A re-employed pensioner may opt to continue to receive pension payments and not contribute to the pension plan; or, stop pension payments, rejoin the pension plan, make contributions and have a new pension calculated upon future/subsequent retirement. Benefits will be offered in accordance with employment status (full-time, parttime, etc.) and subject to eligibility rules established by benefit provider/insurer. Date Issued: January 2006 Page: 12

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