Working At CCAS

For many years, the Catholic Children's Aid Society of Toronto (CCAS) has been working towards promoting and sustaining a workplace culture and practices that support wellness and work life balance of all individuals working within the Society. We recognized that this would positively impact on all staff. Our priority is people. We accept that "strengthening family life" includes strengthening our own families and communities. We strive to support work and life harmony for all staff, foster caregivers and volunteers.

The majority of staff at CCAS are Child Protection Workers responsible for the investigation and assessment of children in need of protection, provision of ongoing services to children and families and acting as the ‘legal guardian’ to children-in-care. In addition, there are also front-line workers that are responsible for the adoption and placement of children in foster homes, group homes or outside resources. These workers are supported by Health Specialists, Parent Support Workers, Social Service Assistants, Child Care Workers, Court Process Assistants, Lawyers, Law Clerks, Psychologists, consulting Physicians and Psychiatrists. There are also a number of administrative, operational, professional, technological, finance and human resource staff. Highlighted below are some demographics about our staff:

• 84% are female
• 32% are under 35 years of age
• 27% are between 36 and 45 years of age
• 25% are between 46 and 55 years of age
• 14% are between 56 and 72 years of age
• 32% are fluent in one of 50 languages other than English
• 32% are visible minorities (up from 12.8% 11 years ago)
• 29% of management staff are visible minorities (up from 13.1% since 1993)
• 80% of Child Protection Workers have a BSW or MSW
• 74% of Child Protection Workers have more than 3 years experience

Average years of service at CCAS is 8 years for front-line staff, 9 years for administrative support staff and 14 years
for management staff Social Services is part of the broader public sector. Historically in child welfare, there has been a lack of professional HR support - often due to financial pressures. For the past 23 years, CCAS has chosen to invest in a solid, first class professional HR Service. Their vision is to cultivate holistic leadership throughout the Society. Their mission is to provide expertise and deliver quality, customer centered HR services. In partnership with all staff, HR promotes an organizational culture that leverages diversity, fosters employee engagement and wellness, upholds respect and dignity and inspires professional excellence.

Work/Life Balance for all staff was one of the first areas identified by HR to improve the workplace. Throughout the 90s, CCAS was recognized for its leadership in transforming the organization into a service that is responsive and credible with the community as a multi-cultural and multi-racial service. Through this process, the Society made a commitment to be open and to actively involve staff in shaping and directing the change process and in decision-making and policy setting. The management of the Society recognizes that staff, clients, foster parents, adoptive parents and volunteer participation is essential and critical to the change process and therefore, have made a commitment to actively involve these stakeholders in the change process. This resulted in a shift in the organizational culture to be more inclusive, and to recognize those areas in which services needed to be designed and delivered in a manner that reflects the values of the Society and the values and culture of the communities that it serves.

Despite the chronic stress of limited financial resources in the public sector environment, the Society has been able to implement a number of initiatives to meet the Work/Life needs of our staff and to mitigate the negative effects of stress on our employees. These initiatives are made possible by a creative, flexible and responsive approach to the needs of agency employees.

Multi-faceted strategies were implemented to address Equity in the Workplace, Recruitment & Retention, Succession Planning, Employee Relationship Management, Workplace Integrity, Reward & Recognition, Investing in People, Achieving Work/Life Balance & Coping With Workplace Stress.

In the late 90's, CCAS recognized the importance of leveraging our “return on experience” and we began to proactively focus on retention strategies. The result was that a number of proactive programs have been created to retain mature workers and to ensure a more systematic knowledge transfer to new child protection workers. As the population at CCAS ages, it has become clear that child welfare, as a sector, risks losing essential skills, and competitive advantages, through the combination of older workers retiring and less-experienced workers trying to replace years of knowledge to meet service needs.

In 1998 the Child Welfare League of America awarded the Society with the Child Welfare League of America Award - “Striving for Cultural Competency” in recognition of the Society’s model of Equity and demonstrated commitment to the principles of dignity, equality and social justice through its Equity Policy and practices. In 1999, the Society was accredited by the Ontario Association of Children’s Aid Societies and received a 100% compliance rating for Human Resources standards and practices. MacLean’s Magazine has named CCAS as one of Canada’s Top 100 Employers for the last FOUR years – 2005, 2006, 2007 & 2008. Furthermore, the Society was named in 5 other categories as one of Canada’s Top 10 Employers for Family Friendly Benefits, Promotion of Women, Vacation and Time Off, Experienced Workers, and Promotion of Visible Minorities. The 2007 version of the book rated the Society in the following 8 categories:

• Highly qualified, competent and stable work force
• Positive employee relations
• Culture that embraces recognition
• Lower turnover
• Higher retention
• Respectful workplace
• Harassment free environment
• Opportunities for professional growth & development
• Open communications

 

Child welfare is notorious for its high turnover rate. People often leave within 2 years of hire because of job demands due to the difficulty of balancing work/life obligations while learning the role & developing competence. The stress of the job can leave inexperienced staff feeling overwhelmed. Retention of experienced staff has been essential for CCAS in order to provide continuity, stability and wisdom in a stressful environment. The Society has made staff retention a priority since 2000. In 2001 a Retention Study was conducted of all staff at the agency. Staff told us that they would stay long- term provided they could continue to make a difference, contribute to society, learn & grow and be challenged while at the same time have the flexibility and time off to relax and take care of family and self. As a result, a number of changes in the workplace were introduced to encourage staff retention across the Society and improve recruitment.

Research has indicated that child welfare has frequently been identified as a particularly stressful field of practice with high risk of burnout. Stressful aspects of the job include excessive work demands caused by unwieldy caseloads, frequent court appearances, overwhelming paperwork & accountability requirements, unpredictable hours of work, public scrutiny, low salary as compared to other professions, complexity & responsibility of child protection role, personal safety. Additional stresses are due to difficulties associated with productively engaging involuntary clients and the responsibility of protecting society’s most vulnerable citizens - children. Workers are often faced with conflicting pressures of child safety, engaging parents in the helping process and shifting public policies.

Research on stress has indicated that child welfare staff are at greater risk than other mental health and social work practitioners because they work primarily on their own in people’s homes, exposing them directly to violence and traumatic situations in the field, without the physical and psychological safety of the office environment. A study on Stressors in Child Welfare by Regehr, Leslie, Howe & Chau states: “Clearly, employees of this organization in general, and social workers within CAS in particular have rates of traumatic stress scores which are considerably higher than those workers in other emergency service organizations studied by the primary investigator.” CCAS participated in a Management Study of CCAS employees conducted by Dr. Jennifer Rooney, University of Guelph) on the effects of manager support on the well-being and job satisfaction on child welfare. The levels of Post Traumatic Stress Disorder scores identified were very similar to those found in the previous study. “In both studies, staff working in child welfare services report higher levels of stress than fire fighters and ambulance drivers but also high levels of support.”

From 2001-2007, the Society increased the child protection staff complement by 70% due to an increase in caseload volume. This required a number of recruitment strategies including a ‘just in time’ hiring approach and the hiring of permanent staff in temporary child protection vacancies rather than contract staff. Our staff are instrumental in referring people to the Society as an employer of choice. This reduced vacancy gaps in hiring. Employees were kept apprised of the outcomes through regular bulletins. Furthermore, when new staff were hired, the experienced staff provide role-modelling to new workers in how to be successful in child welfare.

Older workers have been valued and are extremely essential to making the CCAS workplace stable when there is high turnover. CCAS has recognized this for a long time. Without long-term staff, services to children, youth and families would have been greatly compromised. They bring wisdom, experience, maturity and institutional memory. Because of our workplace culture and practices, a number of our retirees have made themselves available to return to work when asked to do so. At anytime, the Society may have 4-10 retirees on staff. Many of them act as floaters to assist the Society in filling the gaps where needed.

Our commitment to a positive workplace culture and practices for all staff flows from our mission "For the Love of Children" and our goal of staff engagement. The Society has enjoyed a major improvement in turnover during the past 7 years which is lower than the provincial average.

WORKPLACE CULTURE AND RECOGNITION

CCAS also believes that nurturing spirit and caring for each other and ourselves are fundamental to the creation of an environment that enables quality service. The Society is committed to a direction that enhances the spiritual, emotional, physical and environmental well being of staff, both individually and as a collective. We have implemented a number of programs to promote this wellness philosophy of work and life harmony by advocating for, and implementing initiatives that engender a holistic approach to wellness. We have tried to adopt a philosophy that employees work to live and not live to work. The Society has introduced a number of policies that address the workplace culture i.e. Expectations of Employees, Code of Ethics, Equity Policy, Confidentiality, Harassment & Discrimination Policy.

This has resulted in a positive management philosophy and harassment-free workplace. Providing a positive workplace culture impacts significantly on retention of staff. The Society’s Equity Policy defines Equity as “a broad range of initiatives to create an organizational climate that actively promotes the elimination of inequalities in service and employment. It ensures that access to service is not denied to any resident of the community that is legally entitled to that service. Equity is a process of ensuring that the organization at all levels reflects the diversity of the community. This enables the community to identify with the organization, to see it as both a service and a
source of employment.” This policy supports a framework for addressing unique needs of employees.

The Society regularly participates in external surveys. Surveys related to older employees include:

• Odette School of Business, University of Windsor – participated in 2001 & 2005 study of Management & Professional
  Employees Over 50 Years of Age
• Conference Board of Canada – Meeting the Needs of Older Workers – A Survey of the Corporate Response - 2005

Our challenge has been to create a culture that supports Recognition (both informally & formally.) In appreciation of the contribution of those members of staff, especially those over 50 years of age, whose dedication and varied skills have benefited the Society over many years, the Society provides a comprehensive recognition program. It includes an Annual Long Service Recognition Gift for 10 years or more on their anniversary date - $575 in 2008 and increasing to $600 every year thereafter. 212 staff received the Recognition Gift in 2007.

For long service staff, a Recognition of Long Service Leave is provided (in addition to normal vacation entitlement) in the calendar year in which they have completed: 20 years of service - 1 week; 25 years of service - 2 weeks; 30 years of service – 3 weeks; 35 years of service – 4 weeks; 40 years of service – 5 weeks.

Furthermore, staff and retirees are honoured at an Annual Recognition Event. It is recognized that the effectiveness of service provided to children and families served by the staff of the Society is the direct result of the dedication and varied skills of staff members at all levels. It is the policy of the Society to formally acknowledge those members of staff whose personal contribution extends over many years. The Society hosts an annual recognition dinner with awards for service at 5 years, 10 years, 15 years, 20 years, 25 years, 30 years, 35 years, 40 years and new retirees. Retirees are invited to return to the agency and celebrate with staff.

The lunch & learn series is part of CCAS’s wellness promotion strategy. Employees are invited to attend and have their lunch in a relaxed atmosphere during a series of health and wellness presentations. The topics are designed to reflect the types of wellness concerns employees might experience at different times of the year.

The Society also supports a number of celebrations & social events some of which include Staff Children’s Christmas Party, Christmas Potluck Lunch, Annual Long Service Recognition Dinner, Christmas door decorating competition between departments, Annual Admin Staff Day Away, Annual Supervisors Day Away, Branch Christmas Baskets to Staff From Senior Executive, Wellness Fair 2004, Administrative Professionals Day,
Promotion of Health & Safety Week, Participation in 20 Minute Toronto Makeover, Weekly Advent and Lent Reflection in the Lobby, Scholarship Event for Youth in Care, Foster Caregivers Recognition Event, Volunteer Recognition Event, Multi-cultural potluck lunch, Branch-based staff picnics, Branch-based baseball and volleyball teams and fitness classes at some locations.

MANAGEMENT PRACTICES

The Society is committed to maintaining a workplace that demonstrates a sincere and continuing interest in the individual and collective well being of all staff and recognizes the inherent worth and dignity of every employee. Furthermore, the Society endorses a participative management philosophy and is committed to working with staff groups (CUPE Local 2190, ACE (Administrative Council of Employees) and MAC (Management Action Committee)) to improve the quality of workplace. Attendance at all employee committee meetings is recognized as paid time to attend. Benefits for retirees are negotiated with CUPE Local 2190. The Society has fostered a culture that frequently asks employees what they need through a number of online surveys to obtain direct input and feedback on a number of work life issues so that changes can be made.

Surveys are usually anonymous. Some of the online surveys in recent years include: 1997-Quality of Work Life Survey; 1998-Benefits Survey; 1999-Work-Place Well-Being Survey; 2000-Software training survey; 2001-Staff Retention Survey; 2002-Law Clerk Impact Survey; 2003 - Management Study; Flex Time Survey; 2004-HR Customer Service Feedback; 2004-Admin Staff Training Survey, 2006 Employee Engagement Survey. These surveys have assisted the Society in identifying various needs of employee groups, including older employees. Results of most surveys are shared with the respective staff groups and the respective staff. There is also an exit questionnaire that is given to all staff leaving the Society. We are currently customizing the exit survey for retirees.

Online HR Bulletins are regularly sent to staff on a wide variety of topics including benefits and pensions. A CCAS newsletter is published quarterly and sent to all staff.

The Society is committed to re-integrating employees back to work that have been absent for a long-term illness. We recognize that persons with disabilities face discrimination and disadvantage in employment. We believe that facilitating the participation of such persons significantly enriches the workplace and contributes to the quality of the work of the Society. The Society in conjunction with the employee and representative group work together in a timely manner to reintegrate the employee who suffered a permanent or partial injury or illness with appropriate
employment in the workplace.

The Society has implemented a Peer Support Team for responding to critical incidents relating to staff. The team provides employees preventative consultation, information and education around the potential impact of critical incidents on individuals and groups. It also provides post-incident support to employees through defusing and/or debriefing intervention. The Peer Support Team consists of 15 specially trained staff in trauma response from all levels within the Society.

The Society also has a Pastoral Consultant who provides Confidential Pastoral support to staff & clients. It is frequently used in times of serious illness, grief counselling, death of a family member, death of a client and personal staff issues. Staff have commented how much they value this support, particularly the grief counselling and support provided when dealing with aging parents.

A Pastoral Support Team has been formed to draw on the spiritual resources of Catholic and other Faith traditions in order to encourage, inspire and support the staff and the mission at CCAS. We wish to deepen our understanding of the unique spiritual issues that arise in child welfare. We also wish to find a means to share the spiritual riches that inspire our staff in this work. We hope to deepen our understanding of the spiritual side of life, and to share what gives us hope. They will work together as a team to determine the types of activities given our Catholic heritage and identity within a multi-faith community.

CAREER DEVELOPMENT

The Society is committed to professional excellence through on-the-job training and professional development. It is the policy of the CCAS to ensure all staff continually receive the training necessary to enable them to deliver quality service congruent with our Mission and Values. We are committed to investing in people in order to maintain a qualified, competent and stable workforce.

Staff experience many opportunities for professional and personal growth in a dynamic and progressive work environment that supports continuous learning. Training is provided through the competency-based training program managed by the Ontario Child Protection Training System, as well as a comprehensive plan for in-house and relevant external training opportunities. As a professional teaching centre, experienced Society professional staff develop their skills by supervising student placements for a variety of educational institutions. There are many opportunities for student placements with experienced staff that coach, mentor and supervise students from University of Toronto, York University, Ryerson Polytechnic Institute, George Brown College, Centennial College and Humber College. In 2007, the Society had a total of 53 students on placement at various times (28 social work and 25 non social work) involving 45 field instructors.

Although the Society does not financially pay the professional association memberships of their employees, it does offer an easy payment plan for these fees through salary deductions throughout the year. Thus any financial hardship is reduced in not having to pay these fees all at one time. Long-term staff who belong to the Ontario College of Social Work have indicated that they appreciate this annual benefit.

Long-term staff participate in delivering the corporate 4-day orientation for new staff, which focuses on child welfare issues and Society Values. In addition, experienced staff at each location provide a Branch-based orientation and training program.

CCAS has implemented a training model for the agency to support new staff. The New Worker Training Program consists of 1 centralized Supervisor responsible for new worker training and 6 branch-based Coaches, to provide on-site teaching, guidance, role modeling and support. This provides excellent opportunity for experienced workers to share their knowledge with others.

Upon request, time off is available to allow staff to attend training and developmental opportunities consistent with the Society’s goals. There are opportunities for skills exchange where long-term staff share their areas of expertise. There is no age limit on staff to take advantage of opportunities to be seconded/reassigned to other positions internally/externally in order to meet individual employee training/developmental needs as part of a planned career development program or to assist service through the utilization of an employee's expertise for a specific purpose and for a predetermined period of time and to develop new skills. CCAS subsidizes 100% of tuition for courses related to work. Employees submit requests for work related training and workshops and if appropriate, approval is given and fees are paid. In addition, employees get the required time off work for courses.

The Society provides many other training initiatives for staff, which are often joint efforts with other children’s aid societies, and other relevant services outside of child welfare. Some of this training is mandatory for all employees and time is allotted for them to attend. In addition, the Society offers training in specialized knowledge, which more experienced employee may wish to attend. This area is aimed at both learning new knowledge and in helping employees continue their professional development, which helps them to further plan their careers. Succession Planning is yet another tool at CCAS that provides opportunities for people to mentor successors while ensuring them that their work efforts and contributions are being left in good hands when they retire.

RETIREMENT / RETIREE PRACTICES

Pre-Retirement Consistent with its culture of wellness and work life balance, the Society offers a comprehensive pre-retirement package to assist staff in planning for lifestyle changes upon retirement. Membership in the Ontario Municipal Employees Retirement System (OMERS) is mandatory for all staff on commencement of employment. A voluntary Group Registered Retirement Saving Plan (RRSP) is available to all employees. Our Employee Assistance Program, FGI World, provides professional pre-retirement counselling, elder care counselling and financial planning. In addition, private financial planning sessions are conducted with representatives from Nesbitt Burns in the branches on an annual basis.

The Society has an Employee Funded Leave Program which employee can use to graduate themselves into retirement. We are currently in the process of introducing other plans tailored to assist employees who wish to gradually ease themselves
into early or normal retirement. In 2006, the Society offered a Retirement Education and Lifestyle Transition Planning Seminars for employees over 50 years of age. These was be informative and interactive sessions for employees and their spouses covering such issues as developing a personal action plan to help prepare them for the next phase of life. Over 50 staff attended and provided very positive feedback regarding the program. Currently, the average retirement age at CCAS is 62. However, a number of employees who choose to retire return to the agency on paid part-time employment and/or as volunteers.

Post-Retirement
In recognition of the valuable contributions employees have made to the Society, it is our policy to provide retirement benefits to all employees who retire early and/or at the normal retirement age. Health benefits are provided up to $1,800 in 2008 & $1,900 in 2009 for each eligible dependent and are negotiated with CUPE Local 2190. All retirees at CCAS are Associate Members of the Ontario Public Service’s Quarter Century Club of Ontario (QCC), which recognize and honour long-term commitment, excellence and quality service among current employees and retirees of the Ontario public sector. Members receive additional medical insurance, out of country travel, home and auto insurance, travel discounts and quarterly newsletters with helpful tips from the QCC. Currently, 212 staff and 130 retirees are members of the QCC. The QCC facilitated recognition certificates from the Premier’s Office for staff who achieved 25, 30, 35 & 40 years of service in 2006.

The Society maintains an ongoing relationship with retirees by sending them the Society's quarterly newsletter. All retirees are also invited to attend the Society's Annual Long Service Recognition Event held at the Spirales Banquet Hall. Retirees are introduced to the audience as 'role models' for other employees. Further, on an ongoing basis, a number of retirees are asked to return to work on paid, part-time employment. Other retirees have opted to become volunteers of the Society and the Hope for Children Foundation.

Another initiative that we are currently developing is to establish a Retiree Mentorship Program where retirees will participate in retirement planning sessions for 50 plus employees. Sharing their experiences will provide valuable and thought-provoking assistance to staff who have not yet considered their own retirement options.

FAIR & COMPETITIVE SALARIES & BENEFITS

It is the philosophy of the Catholic Children's Aid Society of Toronto to provide rates of pay and other forms of compensation sufficient to be able to attract, retain, reward and develop competent employees. The Society values its employees and recognizes that they are the vital resource in the Society's mandate to provide quality service to clients. This compensation philosophy is consistent with the value placed on employees. FAIR - EQUITABLE - COMPETITIVE define the goals of the Society's compensation system. The Catholic Children's Aid Society seeks: to pay employees fairly for the level of responsibility assigned to their positions; to pay employees equitably for similar levels of responsibility assigned to positions across the Society; to pay employees salary rates which are competitive with other Social Service organizations in Ontario.

It is the policy of the Society to provide employees with a comprehensive benefit program that is fair, equitable, competitive, creative and responsive to increasingly diverse employee needs, and is financially practical for the Society.

We recognize benefits are critical in helping staff to maintain work life balance. Furthermore, our benefits program allows the employees to rest and refresh their physical, emotional, mental and spiritual persona annually; protects employees and their eligible dependents from major financial hardship due to unexpected medical expenses, and the loss of regular income due to retirement, sickness, disability or death; supports, nurtures, strengthens and protects employees’ family lives.

Despite the lack of financial resources and ongoing government cutbacks through the past 10-12 years, the Society has been able to implement a number of initiatives to meet the needs of staff . These initiatives were made possible by a creative, flexible and responsive approach to the needs of agency employees. The following ideas have been implemented.

Health Benefits

• Medical travel insurance – Discount rates for staff over 10 years of service through membership in the OPS Quarter Century Club
• In 2004 the Society introduced Cataclysmic drug coverage. We purposely enhanced the drug plan to coverage for diseases, which often are more associated with individuals who are over 50 years. These drugs are often referred to as cataclysmic drugs.
  After $5000 in eligible expenses is incurred, reimbursement increases to 100%.
• Hearing Aids - $700 every 2 years (includes batteries).
• Vision Care/Laser Surgery - $475 in 2008 & $500 in 2009 - every two years for adults or every twelve (12) months where there has been a change in prescription.
• Basic dental at 100% co-insurance and crowns and/or orthodontic at 60% to an annual maximum up to $2,300.

Our health plan also provides for alternative treatment and covers other Para medical practitioners which employees can use including Homeopathy, Physiotherapy, Massage therapy, Chiropractor, Osteopathy, Podiatrist, Acupuncture, Naturopathy, Speech therapy, Nutrition planning & Home care. Employees are eligible for up to $775 annually per paramedical practitioner in 2008 increasing to $800 in 2009. There is no annual limit on the number of different paramedical services an employee can access in any given year. Paramedical benefits have become very popular with mature workers.

Family Friendly Benefits

Family Leave - was introduced in 1988 and is precedent-setting for child welfare. These leaves are increasingly being used for employees who are dealing with eldercare issues. Employees receive up to 8 days leave for the purpose of attending to "matters" associated with a close family member after the completion of the probationary period. Family in this context means spouse, parent, or significant others.

The leave can be used for:

• Unpredictable family health emergencies where alternative arrangements cannot reasonably be made – elder care or child care.
• Unpredictable "family care arrangement" emergencies where alternative arrangements cannot reasonably be made – elder care or child care.
• Scheduled appointments for family health matters where the appointment could not be reasonably made outside of normal hours of work.
• The birth, adoption of a child or after a child comes into the custody or care of a parent/grandparent
• Leave of Absence - After 5 years’ employment and thereafter, every 5 years, upon request, employees are granted up to one year’s leave of absence without pay.

Vacation

Staff are provided with ample respite time to allow time for rest, relaxation, reflection & personal time. Vacation increases by 1 day per year after 10 years to a max of 6 weeks as follows: 1-10 years 20 days

• 11 years 21 days 16 years 26 days
• 12 years 22 days 17 years 27 days
• 13 years 23 days 18 years 28 days
• 14 years 24 days 19 years 29 days
• 15 years 25 days 20 years 30 days

Employee funded leave – may elect to self-fund a one-year leave of absence under this leave provision.
Employees who are retiring can use this plan to phase themselves into retirement.

Compassionate Care Leave & Top-Up - to attend to gravely ill or dying child, spouse or parent; 70% of salary for 6 weeks in 2008 and
8 weeks in 2009

Sick Leave provides salary replacement for up to: 100 days for employees who have completed a minimum of 3 months continuous service

Long Term Disability Insurance provides coverage at 66 2/3% pay after 150 calendar days (equal to 100 working days) of continuous illness.

Bereavement Leave - up to 5 paid days to grieve the death of a family member (husband, wife, brother-in-law, sister-in-law, child or parent, brother, sister, aunt, uncle, niece, nephew, cousin, mother-in-law, father-in-law, grandparents, grandchildren including significant others). Additional unpaid leave if needed.

Other Benefits

• Employee Assistance Plan provided by FGI includes the following services: (no cost to the Employee) Eldercare information/referral services
• Pre-retirement counselling
• Financial planning
• Legal counselling
• Trauma/crisis counselling (group & individual)
• Personal counselling (family & relationship)
• Career counselling
• Substance abuse
• Stress counselling
• Childcare information/referral services
• 92 staff accessed EAP services in 2007

Voluntary 2-Week Flex Plan: Employees may work extended daily hours, taking into consideration service requirements, for the purpose of earning and banking sufficient credits to allow 1 paid day off in every 10 working days. In 2007, 197 staff signed on for the 2-Week Flex Plan.

Job Shares may be initiated at the request of 2 employees who wish to work the equivalent of one full-time job, each working less than full-time hours. Both employees are accountable for the overall achievement of the required position’s objectives.

Part-time employment – currently, there are 61 part-time staff

Lunch ‘n Learn Education Sessions (nutrition and fitness) - sessions on various wellness topics carried out in 2006

Fitness Club Membership

• GoodLife Fitness or Extreme Fitness
• Group rate
• Covers employee, spouse & children
• Corporate discount – 30-40%
• Bi-weekly payroll deductions

• Medical appointments for employee - 3.5 hours paid per month;
• Pregnancy Appointments – Monthly
• Life Insurance – 2.5x salary
• Supplementary Life Insurance
  Accidental Insurance
• Voluntary leave days - 15 days per year upon request; payroll deductions spread throughout the year. Some staff use these days for pre-retirement planning.
• OMERS Pension - The Ontario Municipal Employee Retirement System (OMERS) provides pension upon retirement as well as disability and survivor benefits.
• The Society sponsored Group RRSP provides employees with the opportunity to supplement their retirement income and save taxes at the same time. Contributions are fully portable.