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HomeMy WebLinkAboutHUR 05-21 Report to Executive Committee Report Number: HUR 05-21 Date: October 4, 2021 From: Jennifer Eddy Director, Human Resources Subject: Recovery Plan -Post Pandemic Service Delivery Model -File: A-1440 Recommendation: 1. That Report HUR 05-21, regarding the City’s Recovery Plan – Post Pandemic Service Delivery Model, be received for information. Executive Summary: The City of Pickering has made every effort to continue to provide municipal services to residents during the COVID-19 pandemic. The measures introduced to ensure that programs and services are still offered and that the business operations of the City remain intact, have provided staff with an excellent opportunity to explore new ways of doing business. Many of these creative solutions involved virtual components, which we have now recognized as enhancing the City’s services, and which we plan on continuing when we ultimately move past the pandemic. This Report provides as an attachment, an overview of planned changes to the City’s service model, as determined by each Department (Attachment 2). It also includes as an attachment the City’s new draft Work From Home Procedure (Attachment 1) which will allow eligible employees to continue to work remotely (either exclusively or in a hybrid model of in-person and remote work), as determined by the City. Please note that these documents are intended to provide a better understanding of staff’s impending recovery plans once we have moved past the pandemic response. We do not currently have an effective date for implementation, as we are still in a declared State of Emergency and our COVID-19 mitigation practices are all still in effect. Essential to post COVID-19 recovery is the City’s ability to proactively plan for what is to come. The purpose of this report is provide a road-map to the City’s service delivery plans past the pandemic into the future. Financial Implications: Savings may be realized by continuing to utilize virtual meeting platforms, as well as new online solutions for submission of information/requests for action. These savings will be achieved through a more efficient use of staff time and resources. Further, by allowing identified employees to continue to work from home, the City will achieve cost savings related to office space. HUR 05-21 October 4, 2021 Subject: Recovery Plan – Post Pandemic Service Delivery Model Page 2 Discussion: In March of 2020, in response to the declared state of emergency, and in an effort to minimize the health and safety risks of COVID-19, eligible City services were provided virtually, and those employees who could work from home were required to do so. At that time, the City created a Working From Home Procedure (pandemic) specifically for use during the pandemic. Employees were required to sign a Working From Home Agreement which outlined the process used and the expectations for employees working remotely during the pandemic. This agreement specified that it was only in effect during the COVID-19 declared emergency and it was made without prejudice or precedent to our future decisions regarding remote work. Now that the corporation has been utilizing the Working From Home Procedure (pandemic) for just under a year and a half, we have come to realize the benefits of having such a procedure and the practical applications it has had in the workplace even beyond the pandemic. Ultimately, we have determined that it is a beneficial arrangement that positively impacts the City as an employer, the economy and the environment, and coincides with the City’s commitment to using a sustainable approach in measuring our success. First and foremost, working remotely has allowed the City to seamlessly continue its operations, thereby maintaining service levels to the public and preserving jobs for those who otherwise may have been laid off. Sustaining employment for our permanent complement of staff was a priority. Keeping our workforce employed benefited families, the community, and the economy as a whole. Beyond the obvious benefits noted above, working from home has also afforded employees a better work-life balance as they are spending less time commuting. Employees who work remotely often experience increased productivity and performance, likely because there are fewer interruptions and a quieter environment. In many instances, we witnessed this with our employees who were working remotely. Employees also realized a financial benefit as savings were achieved in the purchase of fuel, clothing, lunches and car insurance, to name a few. Ultimately happier, healthier and more productive employees are more loyal to their employers and are less likely to find work elsewhere; thus, potentially saving the City in the costs associated with turnover. It is also important to note that even in a pandemic, the City saw a reduction in the use of sick time for those employees who worked from home. Though the pandemic may have been the catalyst for remote work for many employers around the world, the benefits of it have had a positive impact not only for the City, but on a global scale. It has become the new standard for many organizations and employers must now compete for staff who have come to expect this standard and who are actively seeking opportunities where remote work is a part of their employment contract. Given both the benefits and the market driven necessity of continuing to offer remote working, we determined that a new Work From Home Procedure needed to be developed for post pandemic implementation. Accordingly, the attached new draft Work From Home Procedure has been created which contemplates both the organizational needs and employee suitability, while setting out detailed parameters regarding the eligibility criteria for participation in remote work. Employees interested in participating will be required to complete a new Work From Home Application and HUR 05-21 October 4, 2021 Subject: Recovery Plan – Post Pandemic Service Delivery Model Page 3 submit it to their Supervisor for consideration. If the new Work From Home Application satisfies the eligibility criteria, a new Work From Home Agreement will be completed and signed by the employee, Supervisor and Director. The Supervisor will review the agreement at least every 12 months to determine its ongoing viability. When processing a Work From Home Application, the order of consideration will first be given to accommodations/human rights requirements, personal factors impacting the request, the employee’s work performance, attendance and lastly, seniority. Consideration will also be given to whether or not this arrangement is at the employee’s request or the City’s behest. In some instances, given the space restrictions in existing City facilities, departments may determine that remote working is the only practical option to deal with space constraints. In those instances, the Director will notify Human Resources of the need to initiate a Work From Home Agreement. It is important to note that some of the positions affected by this new procedure will be unionized. Therefore, we will be required to consult with the applicable union to ensure they are agreeable to a change in the working conditions for those employees. This may be achieved through collective bargaining or through other means, while waiting to finalize a new collective agreement. As always, it is important to have a consistent approach when reviewing and approving these agreements to ensure that any approvals or denials are managed consistently and are defensible. In addition to the new draft Work From Home Procedure, each Department has performed a review of the pandemic service models employed to provide business continuity during these challenging times. This pandemic has afforded staff with a valuable opportunity to try out many virtual options consecutively, and as a City we are open to learning from this challenge and to utilize this new found perspective. Accordingly, the City’s Recovery Plan – Post Pandemic Service Delivery document (Attachment 2) is provided as a comprehensive overview of what practices and processes we will be continuing to use post COVID-19 recovery. Naturally, staff will continue to evaluate these processes for effectiveness and over time they may evolve to include more virtual services and e-solutions. Finally, please note that these documents are intended to provide a better understanding of our impending recovery plans once we have moved past the pandemic response. We do not currently have an effective date for implementation, as we are still in a declared State of Emergency and our COVID-19 mitigation practices are all still in effect. Decisions will be made regarding the effective date of implementation (with respect to the new draft Work From Home Procedure) once we are out of the State of Emergency and we have ended the Working From Home Agreements in place specifically for the pandemic. Essential to post COVID-19 recovery is the City’s ability to proactively plan for what is to come, and it is our intention that the information provided in this Report provides a road-map past the pandemic into the future. HUR 05-21 October 4, 2021 Subject: Recovery Plan – Post Pandemic Service Delivery Model Page 4 Attachments: 1. Draft Work From Home Procedure 2. City’s Recovery Plan – Post Pandemic Service Delivery Model Prepared/Approved/Endorsed By: Original Approved by: Jennifer Eddy Director, Human Resources Recommended for the consideration of Pickering City Council Original Approved by: Marisa Carpino, M.A. Chief Administrative Officer Attachment #1 to Report #HUR 05-21 Draft Procedure Procedure Title: Work From Home Procedure Procedure Number HUR 040-02 Reference Date Originated (m/d/y) Date Revised (m/d/y) Pages HUR 140 – Hiring Policy September 14, 2021 9 Approval: Chief Administrative Officer Point of Contact Director, Human Resources Procedure Objective This document outlines the terms and conditions for working remotely and shall act as a resource for both employees and management with respect to eligibility requirements and the process for developing work from home arrangements. Index 01 Definitions 02 Scope and Eligibility Criteria 03 Responsibilities 04 Procedure 05 Work From Home Agreement 01 Definitions 01.01 Desk Hoteling – an office or workstation that is shared between two or more employees requiring coordinated, in office scheduling. 01.02 Performance Improvement Plan -A plan structured to achieve certain performance goals to bring an employee who has been working below competent levels to an acceptable standard. The plan must be formalized, documented and filed with Human Resources. 01.03 Work From Home Agreement – a document that outlines the terms and conditions of periodic or long-term work from home (WFH) arrangements (Appendix 1). 02 Scope and Eligibility Criteria This Procedure applies to all employees and addresses WFH Agreements during normal working conditions. During periods of extraordinary circumstances, such as a pandemic or other emergencies, the employer may request or require that employees work from home for a temporary period of time, even if eligibility requirements listed below have not been met. Under these circumstances, HUR 040-001 Working From Home shall be implemented. This Procedure shall not alter or replace the terms and conditions of an existing employment contract, collective agreement, policies, procedures, practices, or legislation, including but not limited to the Employment Standards Act, Human Rights Code, and Accessibility for Ontarians with Disabilities Act (AODA). Under a WFH arrangement, employees complete their work from a home office, on either a periodic basis, or an ongoing long-term basis. Working from home will not be approved for childcare or eldercare needs. Eligibility will depend on the following factors for consideration to ensure the arrangement is successful: 02.01 Job Characteristics  The job is project-based.  Results are measurable.  Work can be sent to and from the employee’s home with ease, speed and confidentiality.  The job involves a high percentage of work that can be performed from a remote location or involves work that is typically performed offsite (such as inspections).  The need for face-to-face contact with managers, clients, members of the public, other employees, service providers, etc. is low.  The need to access equipment, materials, files, etc. that are situated only at the workplace is low.  Job descriptions or job classifications need not be altered, whereby the nature and function of all affected positions must remain intact.  Hours of work shall remain the same as the employee’s regular schedule with no ability to flex time.  Security requirements of the job can be met from a home location.  Confidentiality requirements of the job can be met from a home location. Procedure Title: Work From Home Procedure Page 2 of 9 Procedure Number: HUR 040-02 02.02 Employee Characteristics  The employee must be employed with the City for one year prior to beginning the work from home arrangement. Exceptions to this may be permissible subject to the Director’s approval.  Must be in good standing and not have a recent history of unsatisfactory job performance and/or discipline or be on a performance improvement plan.  They can work independently without requiring constant supervision or feedback.  They do not have a high need for continual in-person interactions at the office.  They can handle solitude.  They are proven job performers.  They are self-motivated, well-organized, and disciplined in their approach to work.  They are not on an attendance improvement, or performance improvement plan.  They share mutual trust with management.  They do not mix work from home with childcare or eldercare needs, except for occasional or emergency situations.  They are able to mentally separate their office from the rest of their home, and the demands of work from the demands of family.  They have a good understanding of their own job requirements.  They are familiar with their work, their organizational culture, and their co-workers. 02.03 Organizational/Operational Considerations  Performance of working from home is both operationally feasible and cost-effective.  Services provided (both internal and external) will not be compromised.  The work unit will be able to retain the right mix of people working from home and people working in the office to meet all job requirements and service standards, including a minimum number of onsite management.  The employee will be able to attend in-person meetings, if required by the Corporation with reasonable notice.  The work unit is able to accept and absorb change. Procedure Title: Work From Home Procedure Page 3 of 9 Procedure Number: HUR 040-02 02.04 Financial Impact  Financial impacts of the arrangement must be identified so there are no increased labour costs or significantly increased operational costs due to the arrangement. 02.05 Security and Confidentiality  Suitable and affordable Information Technology (IT) resources and helpdesk support for internet and access to City systems is available (requires confirmation from IT).  Employees are required to maintain a secure internet connection and must have the appropriate virus protection as established by IT.  Company-owned resources may only be used for business purposes. Employees must take reasonable steps to protect any company property from theft, damage, or misuse. Depending on the circumstances, the employee may be responsible for damage to or loss of company property.  The legislative requirements and corporate policies and practices related to access, privacy, security, and information management continue to apply when working from home. o If a Freedom of Information Request is received, the employee will be responsible for returning all associated files to the City for use in responding to the request. o Employees working from home must provide a secure area for records such as a locked cabinet or desk. o All confidential paper documents must be securely stored and must be disposed using the secure shredding bins located throughout City Facilities. Arrangements to return all confidential documents to the designated shredding bins must be made by the employee. If there are large quantities of documents to shred, arrangements must be made through the Deputy Clerk. 02.06 Health and Safety  Ergonomic guidelines (Appendix 2) must be understood and applied to the home office by the employee.  In-person meetings may not be conducted at the home office and will not be scheduled around the employee’s work from home day, if avoidable. Meetings may continue virtually where appropriate.  In the event of a work-related incident or injury in the employee’s home office, the employee must immediately report the incident to their immediate non-union Supervisor. Procedure Title: Work From Home Procedure Page 4 of 9 Procedure Number: HUR 040-02  Unless ill-advised due to legislation, regulations, or restrictions, the City reserves the right to request an onsite visit to the employee’s home office, at a mutually agreeable time, for the purpose of investigating a job-related incident or injury, or to ensure that the workspace is safe and free from hazards. If the workspace is unsafe and cannot be made safe, the City may refuse or revoke the employee’s remote work arrangement.  In the event of a critical injury, an investigation will be conducted by the Ministry of Labour and City Response Team as soon as possible. 02.07 Designated Work From Home Location  The employee’s home office is deemed to be a suitable work location and workspace that is well-equipped with the right work tools, is safe, quiet, and coincides with ergonomic guidelines. Photographs of the home office must be provided if requested.  They have a suitable home office.  The employee’s home office must be within 200 km of the City of Pickering.  The employee’s rights to their workstation/office at the workplace will be maintained if they work 3 or more days/week onsite; otherwise, they may be required to participate in desk hoteling. 02.08 Furniture and Equipment  Wherever possible, employees should use City issued electronic equipment for the purposes of carrying out their employment duties unless otherwise approved by the immediate non-union Supervisor.  The employee must provide office furniture that is ergonomically suitable. The City will not provide furniture.  The employee is responsible for all costs associated with the home office, such as office supplies, utilities, insurance, etc. 02.09 Travel and Expenses  No mileage will be paid for trips to and from their home office to the employee’s regular workplace.  If the employee must travel for a meeting not at a City facility, mileage will be reimbursed for the shorter travelling distance (either their home to the destination or from their regular City facility to the destination). Procedure Title: Work From Home Procedure Page 5 of 9 Procedure Number: HUR 040-02 02.10 Accommodations  Accommodations under the Human Rights Code and AODA shall be reviewed and administered outside of this procedure, with Human Resources, in accordance with all applicable policies and procedures. 02.11 Emergencies  If an emergency or closure of a City facility excuses employees working at a municipal work site from working and does not affect an employee who is working remotely, employees working remotely are still required to perform their duties. Employees who are adversely impacted from working in person shall resume their duties remotely if practical. An emergency may include service interruptions such as failed/slow internet, power outage, evacuation, or computer issues that prevents them from being able to perform their duties.  Employees must immediately notify their immediate non-union Supervisor in the event of an emergency while working remotely. 02.12 Duration, Reviews and Changes to Work From Home Agreements  Management shall have the sole and exclusive right to approve, modify or terminate a work from home agreement if eligibility criteria is compromised.  A work from home agreement will not be permanent and will not automatically entitle an employee to a permanent or future arrangement.  In the event of the transfer of the employee to another position, the work from home agreement will be terminated. If the employee wishes to continue the arrangement in the new position, they must discuss or reapply for a new work from home arrangement with their new immediate non-union Supervisor/Director.  The agreement may be terminated by the employee or the City with a minimum of two weeks’ notice, but not more than 4 weeks’ notice.  The review of agreements may be conducted earlier than 12 months at the discretion of the immediate non-union Supervisor. 02.13 Other Requirements  Where required, the applicable union must be notified of the arrangement. 03 Responsibilities 03.01 The Director shall: a) Review and approve each WFH Application. Procedure Title: Work From Home Procedure Page 6 of 9 Procedure Number: HUR 040-02 b) Support the application of this procedure. c) Not unreasonably deny an application. 03.02 The immediate non-union Supervisor shall: a) Review and approve each WFH Application. b) Establish and collect the signed WFH Agreement. c) Consult with IT to ensure that technological requirements can be met within a reasonable cost. d) Consult with the Clerks Division to ensure that records management requirements can be met within a reasonable cost. e) Make sure employees are properly trained to work from home including, but not limited to, use of technology, health and safety requirements, and records compliance. f) Establish expectations with respect to scheduling, performance standards and measurable objectives that can be monitored. g) Monitor physical and mental health of the employee to ensure the WFH arrangement maintains a safe, productive and supportive environment for their well-being. h) Provide reasonable notice if an employee is required to attend a meeting onsite. i) Provide reasonable notice if a change is required to the employee’s WFH Agreement and communicate the reasons, unless the employee’s WFH Agreement is suspended or terminated for performance or operational reasons. 03.03 The employee shall: a) Submit a WFH Application (Appendix 3) for management’s review and consideration. b) Review and sign the WFH Agreement prior to commencing the arrangement. c) Comply with the terms and conditions set out in the WFH Agreement. d) Make appropriate dependent care arrangements and manage personal responsibilities in a way that allows successful completion of job responsibilities. e) Be accessible via telephone and/or online during designated work hours and respond to voicemail and email messages as per the Supervisor’s expectations throughout the working day. Employees shall utilize the Mitel phone app or forward work phones directly to home or mobile phone so that calls from the public or internal staff are redirected seamlessly. Procedure Title: Work From Home Procedure Page 7 of 9 Procedure Number: HUR 040-02 f) Maintain regular phone and email communication with immediate non-union Supervisor, keeping them updated on progress on all assignments worked on and to resolve any issues encountered while working from home. Employees shall structure their time to ensure attendance at required meetings. g) Comply with the City’s absence reporting requirements. h) Comply with the City’s incident reporting requirements. i) Take the necessary precautions to secure and protect City property, documents and the confidentiality of information at their homes. Use of a locked space (e.g. filing cabinet if available) is recommended for all personal or confidential information. 03.04 Human Resources a) Provide advice and guidance, as requested on the WFH procedure. b) Act as a resource to resolve WFH issues, especially if they relate to health and safety, sick leave or WSIB claims. c) Review and update the procedure as needed. d) Maintain records, such as the WFH Agreement in the personnel file. e) Provide resources to support a safe ergonomic setup. 04 Work From Home Agreement The WFH Agreement is a document signed by the employee and management that states the terms and conditions that are specific to a particular job or employee. The agreement shall include or consider the following information:  The work objectives and specific results, or a method of communicating objectives and expected results and a method of monitoring work (which may include time tracking).  That the terms and conditions of employment and application of existing policies and legislation will continue.  The duration of the arrangement.  Whether the arrangement is periodic or long-term and the specific days for working from home.  The location of the home office must be identified in the agreement and the employee is expected to notify the City of any change to the designated location and may be required to reapply to continue their arrangement depending on the change in circumstances. Procedure Title: Work From Home Procedure Page 8 of 9 Procedure Number: HUR 040-02  The files in the home office are the property of the City of Pickering and the City has the right to claim them at any time.  Infrequent/emergency work from home arrangements need not be documented; however, prior approval is required from the immediate non-union Supervisor.  Agreements will be reviewed at least every 12 months by management and the employee to determine if it is operationally feasible to continue with the arrangement and what changes may be required.  Any breach of provisions of this procedure or agreement may result in disciplinary action up to and including termination of employment. The appropriate level of discipline in a particular case depends on the nature of the breach and the circumstances surrounding the situation. 05 Procedure 05.01 The employee shall submit the WFH Application to their immediate non-union Supervisor for consideration. 05.02 WFH arrangements may be initiated by the Corporation where appropriate and in doing so, the Director shall consult with Human Resources prior to advising the employee(s) affected and complete the WFH Agreement. Such agreements shall be administered consistently and fairly within the section concerned. 05.03 The immediate non-union Supervisor shall determine if the application satisfies the eligibility criteria. If it does not, the Supervisor must communicate to the employee that the application is denied. 05.04 If the WFH Application satisfies the eligibility criteria, a WFH Agreement shall be completed and signed by the employee, the immediate non-union Supervisor and the Director. 05.05 The Supervisor shall commit to review the agreement at least every 12 months with a view to renew, alter, or terminate it. 05.06 The order in which competing WFH requests to be approved shall be based on accommodation/human rights requirements whether at the employee’s or employer’s behest, personal factors impacting the request, the employee’s work performance, attendance and then seniority. Appendices Appendix 1 Work From Home Agreement Appendix 2 Ergonomic Guidelines Appendix 3 Work From Home Application Procedure Title: Work From Home Procedure Page 9 of 9 Procedure Number: HUR 040-02 Appendix 1 Work from Home Agreement Intent This Work From Home (WFH) Agreement outlines the terms and conditions for employees working from home in accordance with the Eligibility Criteria stipulated in the Working From Home Procedure HUR 040-02. This Agreement is intended to also reaffirm the employee’s responsibilities while engaged in a WFH Agreement. Date of WFH Agreement: Duration of WFH Agreement: Date of next review: Is this ☐Periodic ☐Ongoing long-term Start date: If periodic, clarify when this applies during End Date: the duration of the agreement: Employee: WFH Address: Position: WFH phone number: Supervisor: Performance deliverables while WFH: How will objectives and results be communicated and monitored? WORK FROM HOME SCHEDULE Day In the Workplace Working from Home Monday ☐ ☐ Tuesday ☐ ☐ Wednesday ☐ ☐ Thursday ☐ ☐ Friday ☐ ☐ Saturday ☐ ☐ Sunday ☐ ☐ Page 1 of 4 Guidelines This agreement does not alter or replace the terms of an existing employment contract. Employees must comply with all company rules, policies, practices, and instructions that would apply if the employee were working at the regular company worksite. Work hours, compensation, and leave scheduling will continue to conform to applicable policies and agreements. Performance Management Working from home should not affect an employee’s ability to complete day-to-day functions, including communicating with colleagues, management, clients and so on. Employees must stay updated on department and work events. The Employee will be accessible via telephone and online during designated work hours and will respond to their voicemail and email messages as per the Employer’s expectations throughout their working day. Employees must keep management informed on the progress of assignments and reach out for support if needed. The Employee’s daily work schedule will consist of the same number of hours normally worked under their hours of work schedule. If an employee’s presence is required for a meeting at the worksite, reasonable notice will be provided. If at any time the arrangement no longer meets operational needs or productivity goals, management reserves the right to revoke the agreement. Furniture and Equipment The Employee is responsible for providing adequate workspace, equipment and furnishings while working remotely. City property such as IT supplied hardware is subject to availability and prior approval. At a minimum, employees need a computer, internet, and phone access (with Mitel app installed). The City shall not cover the cost of home internet and phone and does not insure personal technology. The Employer may provide additional equipment at its discretion. All equipment, records and materials provided by the City remain the property of the City. Employees must, where provided, use company-provided devices when working from home to ensure that the appropriate software and programs are being used while maintaining data security and confidentiality. All completed and working copies of documents must be saved on the City of Pickering online system with limited access so that information is available to those who may require its use from the company worksite. Company-owned resources may only be used for business purposes. Employees must take reasonable steps to protect any company property from theft, damage, or misuse. Depending on the circumstances, the employee may be responsible for any damage to or loss of company property. The City of Pickering’s Information Technology Policy must be followed at all times. Page 2 of 4 Health and Safety The City of Pickering is committed to ensuring that the alternate worksite is safe and ergonomic, and employees may be required to provide information or details on their work from home set up. The Employee agrees:  To ensure that their home workspace is arranged so that it complies with ergonomic guidelines.  To take regular breaks (as per regular hours of work requirements).  To ensure that the workspace is kept clear and free from obstacles or tripping and other hazards, and is well lit.  To have a functioning smoke alarm. Security and Confidentiality  All work-related information and data is kept secure.  Keep in regular communication with their managers and proactively discuss any problems that arise from working from home; and  If a risk of harm to the employee’s physical and/or mental health and safety arises, the employee agrees to consult with their manager about ways this harm can be eliminated or minimized. If the workspace is unsafe and cannot be made safe, the City of Pickering may refuse or revoke the employee’s work from home arrangement. Employees working from home will be covered by WSIB for job-related injuries that occur in the course and scope of employment while working from home. Employees agree to allow a Human Resources Representative, Supervisor, and/or JHSC member to inspect their home if an injury were to occur in their home, requiring a full investigation of the incident. Employees may be required to grant access to their premises to such authorities as the Ministry of Labour and/or the Workplace Safety and Insurance Board (WSIB). The employee remains liable for injuries to third parties that occur on the employee’s premises. This agreement may be subject to change or be rescinded based on operational needs or if work performance/service standards are not meeting expectations. End of Agreement At the end of a WFH agreement, employees must promptly return all company property used for working at home. An employee, current or former, may receive notices from the City of Pickering to return company property. Failure to do so may result in discipline for current employees or legal action if the employee no longer works for the company. If an agreement is being revoked, employees will receive reasonable notice to make any arrangements necessary to return the company property to the worksite. Page 3 of 4 Acknowledgement and Agreement I acknowledge that I have read and understand the Working from Home Agreement of the City of Pickering. Further, I agree to adhere to this agreement and, if applicable, will ensure that employees working under my direction adhere to this agreement. I understand that if I violate the rules or procedures outlined in this agreement, I may face disciplinary action up to and including termination of employment. Name: _____________________________________ Signature: _____________________________________ Date: _____________________________________ Witness: _____________________________________ Page 4 of 4 Appendix 2 Appendix 3 Work From Home Application Employee: Position: Date of Request: Days Requested to Work From Home ☐ Mondays ☐Tuesdays ☐ Wednesdays ☐Thursdays ☐Fridays ☐ Saturdays ☐Sundays Will this be on a periodic basis? ☐Yes ☐ No If yes, please clarify which periods of time: Will this be on an ongoing long-term basis? ☐ Yes ☐ No Start date: End date: Describe the current duties of your position that can be performed remotely: Describe the impact on others, in this or other departments, from performing your duties remotely: Is there any portion of your duties that will not be able to be performed remotely? Explain: What is the plan to ensure completion of duties that cannot be performed remotely? Describe the impact on this or other departments if these duties will not be completed in the traditional manner. Will you be providing care to others while working from home? Requests for accommodation related to child care, dependent care, etc. should be made as an accommodation and not under this agreement. What equipment/technology will you require to perform your duties from home? Do you have a dedicated workspace, appropriate furniture and are able to maintain the security and confidentiality of equipment or files provided to you? For the Immediate Non-Union Supervisor: I have reviewed this application against eligibility criteria. This application is ☐Approved ☐Denied Reason for Denial: Signature of Supervisor Signature of Director Attachment #2 to Report #HUR 05-21 City’s Recovery Plan – Post Pandemic Service Delivery Model City Development Department Service/Function Post Pandemic Plans Comments Meetings with City Staff Adoption of Electronic Meeting Platforms Continued “smart” in- office presence and general availability Notifications regarding impacts to outside customers (various media) Development Applications Accepted in digital format Building Permit Applications Accepted in digital format Minor Variance Applications Accepted in digital format Digital plans Examination and Zoning Review Integration of Bluebeam markup software Planning applications Electronic/digital circulation Community input on key projects Use of “Let’s Talk Pickering” platform Public Open House Events Conducted virtually where appropriate Committee of Adjustment Hearings Conducted electronically through Cisco WebEx Electronic meetings recorded for future viewing by members of the community. Planning Application Fees Electronic wire transfer for payment Educational Workshops Virtual Farmers’ Market Virtual Market before and during in-person Farmers’ Market City’s Recovery Plan – Post Pandemic Service Delivery Model Corporate Services Department Service/Function Post Pandemic Plan Comments Council and Committee Meetings Remote and/or hybrid remote/in-person Council and Committee Meetings will continue until such time that there are no longer restrictions on the number of individuals allowed to gather. Depending on public health requirements, the City is looking to implement hybrid Committee/Council Meetings starting with the Executive Committee Meeting on November 1, 2021. It is uncertain (in terms of both Municipal Act permissions and City policy preference) if Webex will continue to be used post-pandemic. Marriage Licenses, Commissioning and Certified True Copies Continue appointment- based services (plus walk- ins) Burial Permits Continue being issued electronically (as per the regulations set out by the Office of the Registrar General). This process will continue until the Province dictates otherwise. Community Services Department Service/Function Post Pandemic Plans Comments Facility Cleaning Continue with enhanced cleaning protocols going forward. Staff have received numerous compliments regarding the cleanliness of facilities which is truly a reflection of having extra staff resources available Community Services Administration Continue with virtual meetings and remote work as applicable Remote work may be available for limited staff. Fitness & Aquatics Resume normal pre- pandemic activities No plans to continue pre- bookings for health club or fitness classes. Customers really do not like this system and staff spend a lot of time setting up each week/activity. Additionally, it causes problems when sessions are full and there are no-shows. Virtual fitness classes will end City’s Recovery Plan – Post Pandemic Service Delivery Model as participation has been minimal. Program Area Continue with virtual programming in the winter months for seniors to include fitness, languages, art. Continue Seniors Centre Without Walls program over the winter months, as per above as interactive programming. Continue providing our monthly Senior’s Newsletter initiated at the beginning of COVID. Continue Curbside programming for special events (i.e. Christmas, Easter – kits for seniors and children – Introduce Curbside kits for PA Day activities). Continue more outdoor programming – seniors and children’s activities. Continue the skateboarding outreach over next summer. Allow Accessibility Advisory Committee (AAC) members to opt to attend AAC meetings virtually if/when we go back to face-to-face meetings. COVID-19 community supports/partnerships including Caremongers, to consider those which may have continuing relevance Virtual seniors programs will be offered in conjunction with in person programs, if seniors wish to attend, but the virtual programs will keep isolated seniors or seniors who cannot get out as much in contact with their peers and allow them ongoing activity. This proved to be an excellent outreach tool and create community engagement. This allows us to utilize our outdoor spaces in new and creative ways. This will be used to bolster participation numbers. Better flexibility for members and encourages attendance and participation. City’s Recovery Plan – Post Pandemic Service Delivery Model to address isolation of vulnerable residents. Continue Drive in movies events. PAC for Teens -meetings virtually. Greater attendance virtually. Museum Pre-registration for all programs done virtually. Events have been modified so that they are longer running, pre-booked, smaller group programs (The Anne Experience, Fairy Tours, Haunted Ghost Walks). Virtual programs – we will continue offering virtual education programs and virtual speaker series in 2022. Digital marketing and advertising (instead of print). This has led to better staffing efficiency, more directed marketing, and better allocation of resources since we know when we will have guests on site. This has proven to be easier on staff resources, better for a longer run of marketing, created more opportunities for tourism partnerships and supported marketing by creating longer running programs that make better use of marketing resources. Staff plan to continue this over one- off events. Very clearly demonstrated that it works well for the Museum and we know (based on visitor surveys) that it is driving visitation to the site and is more economical than print. Cultural Services Culture offered 30 small scale pop-up programs in neighborhood parks in 2020 to keep residents engaged, and build capacity for a return to events and programming Culture has introduced temporary art installations & travel events in parks throughout the community This initiative has introduced culture in neighbourhoods, created new ways to engage residents, provided opportunity to introduce new themes for smaller markets and diverse demographics. These projects have been received with gratitude by residents, and have garnered large engagement through City’s Recovery Plan – Post Pandemic Service Delivery Model (piano project with social media. Staff will keep volunteer opportunity, and this approach to enhance tennis court banner opportunities for residents to installations) and provided engage in low investment, high opportunity for residents to impact programs. engage in activities virtually (i.e. Easter Hunt 2020). Culture extended operation This approach has lowered of Artfest to a month long impact on staff hours and celebration, spreading variable costs, increased activities led over one day, program attendance, provided to a full month. Workshops more and better opportunities will be offered in person for residents to engage, with online presentation for expanded exposure for artists, people to engage from and increases sponsor and home, artists markets will grant opportunities for the be spread over the course program. of a month, performances will be scattered in appropriate locations throughout the community, and broadcast live for people to enjoy online if they cannot attend. Online event presentation Attendance for online events has gathered new viewers averages at 10x that of in from residents and tourists person attendance. Staff will who couldn’t attend live maintain virtual event events due to timing, presentation for some events location, transportation, such as concerts and tree accessibility, or distance. lighting to increase attendance, enhance impact and sponsorship value. Pre-tickets and nominal Last year Pickering had free fee programs improve tickets for Community Pick up attendance and uptake kits and Spirit Kits – the Pick- and culture will keep this up kits were offered at a $2 fee model moving forward. – with no noted missed arrivals. The Spirit Kits for Canada Day were a premium kit, offered for free. More than 50% of registrants did not City’s Recovery Plan – Post Pandemic Service Delivery Model show to pick up their premium kit. Staff responded by travelling to community parks and handing them out to passersby. Economic Development & Strategic Projects Department Service/Function Post Pandemic Plans Comments Business Outreach Offer virtual meetings to connect with local businesses. To accommodate business schedules. Events (Trade Shows & Conferences) Attend virtual international conference. Development Event Economic development events will be live streamed or recorded. To allow for a larger audience. Marketing Promote shop local through digital marketing. Investment Attraction Organize virtual meetings and develop digital content when possible for international firms. Community Engagement for Strategic Projects Lets Talk Pickering and pickering.ca Business Support Share news, regulations, and grant information through e-newsletters and social media Consultant Conduct virtual meetings when possible. Save on costs related to services and broaden the area of firms. Engineering Services Department Service/Function Post Pandemic Plans Comments Development Applications Development Services is transitioning to digital only submissions similar to the Region of Durham Works Department. Staff have been provided with new 43” monitors along with access to Bluebeam software to assist with digital reviews. This is also in line with Building Services as they have gone completely digital for Building Permit submissions. City’s Recovery Plan – Post Pandemic Service Delivery Model Pool Enclosure Permits Process to continue digitally with staff providing application to residents to be completed via email with payment options cheque drop off (drop box) and/or in person payments by credit card/debit card Planning Applications Review (OPA, Rezoning, Site Plan, Land Division and Committee of Adjustments) Digital and hard copy submissions Detailed Design Submissions Review (Subdivision and Regional Projects) Digital and hard copy submissions Review of Site Grading Plans for Building Permits Digital review only Fill Permit Applications Digital and hard copy submissions Development Site Plan and Subdivision Agreements Input and Review Digital and hard copy submissions Municipal Consent Applications Digital and hard copy submissions Pre-consultation meetings for new developments Comments provided digitally Transportation Studies (EA etc.) Comments provided digitally Meetings with Contractors, Consultants, Developers, Utilities, External Authorities TEAMS meetings when possible will be booked Benchmark Requests Provided digitally by email Plan/Profile Requests Provided digitally by email City’s Recovery Plan – Post Pandemic Service Delivery Model Finance Department Service/Function Post Pandemic Plans Comments eCommerce Coordinate a review of enhanced ecommerce options for various municipal services with the Information Technology Division and Public Affairs & Corporate Communications Division. S&S Meetings Where practical virtual meetings will continue This shift in strategy does save some staff time. S&S Site Visits Where practical virtual meetings will continue This shift in strategy does save some staff time S&S Bid acceptance via Email and Sharefile for large submissions Continue with Email only, no hard copies. Sharefile where required Need to initiate a Bids & Tenders (or something similar) to collect bids Payroll EZ Labour Time & Attendance Reports Will continue to accept reports by email with electronic signatures Works well with off-site locations. Payment of Property Taxes Property tax payments are limited to either debt or cheque. This change has reduced the time staff spend balancing and reduced staff stress related to accepting bills with the possibility of being infected by Covid through cash payments. Meetings with taxpayers Tax staff are flexible to meet with residents via a virtual meeting format. Fire Services Department Service/Function Post Pandemic Plans Comments Virtual Training Fire Stations are now equipped to jointly train together via webcam While this isn’t the answer for all types of training it certainly works well for certain topics. Staff will continue to rely on this method for some subjects. Meetings Fire Stations are also equipped for remote meetings, this has been an excellent way for staff to meet and ensure that everyone is hearing the same message at the City’s Recovery Plan – Post Pandemic Service Delivery Model same time. This will continue post COVID. Fire Inspections Fire Inspectors have been utilizing web cam types devices or apps to perform inspections in certain occupancies or to confirm work was completed on follow up inspections. This is working well and we see a use for this post COVID. Public Education Our Public Education has moved online and it has worked very well. It is always best face to face, however we continue with some web camera based online education for children and older adults post pandemic. Human Resources Department Service/Function Post Pandemic Comment Interviews Virtual interviews for job vacancies will occur as required This is an excellent option for interviewing applicants who do not live locally or where there are scheduling issues. Corporate Training Virtual/online training will continue This forum has provided us with the ability to reach a larger audience and addresses issues related to training employees on varying shifts. Meetings (including investigation meetings, grievance meetings and job evaluation) Where appropriate, will continue virtually Provides greater scheduling flexibility to ensure timelines are met and issues are investigated promptly. City’s Recovery Plan – Post Pandemic Service Delivery Model Operations Department Road Occupancy Currently determining if This service would be offered in Permits (ROP) staff are able to get the tandem with in person drop offs. ROP’s onto Amanda and allow for an application and payment on-line most commercial application. Meetings Where practical virtual meetings will continue