policies & procedures manual 06 17 fm policies and proce… · the manual is structured in the...

Mount Allison University

Department of Facilities Management

Policies & Procedures

Manual March 2016

Table of Contents 1 General Administration ............................................................................................................................. 2

1.1 Facilities Management Mission .......................................................................................................... 3

1.2 Policy Order of Precedence................................................................................................................. 5

1.3 Tardiness ............................................................................................................................................. 6

1.4 Work During Winter Storms ............................................................................................................... 7

1.5 Approved Use of Communication Devices and Computers ................................................................ 9

1.6 Work Absences for CUPE 2338 Employees ....................................................................................... 11

1.7 Compensation for Committees for CUPE 2338 Employees .............................................................. 17

1.8 Custodial Staffing .............................................................................................................................. 18

1.9 Variable Hours of Work ..................................................................................................................... 20

1.10 After Hour Response ....................................................................................................................... 22

1.11 Residential Access ........................................................................................................................... 24

1.12 Trading Shifts in Security & the Heating Plant for CUPE 2338 Employees ..................................... 26

1.13 Uniforms & Personal Appearance Standards ................................................................................. 28

1.14 Overtime Approval for CUPE 2338 Employees ............................................................................... 32

1.15 Vehicle Operations .......................................................................................................................... 34

1.16 Vehicle Fuel Conservation & Idling ................................................................................................. 36

1.17 Discipline ......................................................................................................................................... 38

1.18 Waste Management ....................................................................................................................... 40

1.19 Policy & Procedure Amendment & Review .................................................................................... 42

1.20 University Course Enrolment .......................................................................................................... 43

1.21 Personal Use of Tools & Equipment ............................................................................................... 46

1.22 Facilities Management Communication ......................................................................................... 47

1.23 Specialty Maintenance Work by Contract ...................................................................................... 53

1.24 Labour/Contract Project Work Selection Guidelines ...................................................................... 58

1.25 Trials Using CUPE 2338 Labour for Contract Work ......................................................................... 60

1.26 No Smoking ..................................................................................................................................... 61

1.27 Non –Eligibility for Overtime........................................................................................................... 62

1.28 Volunteer Layoff ............................................................................................................................. 64

1.29 FM Attendance Management Program .......................................................................................... 68

1.30 CUPE 2338 Position Staffing Process .............................................................................................. 76

1.31 CUPE 2338 Casual Seniority Calculation ......................................................................................... 83

2 Safety....................................................................................................................................................... 84

2.1 Facilities Management Safety Rights & Responsibilities .................................................................. 85

2.2 Facilities Management Workplace Inspections ................................................................................ 88

2.3 Accident Reporting & Investigations................................................................................................. 95

2.4 Personal Protective Equipment (PPE) ............................................................................................. 105

2.5 Facilities Management Hazardous Spill Response .......................................................................... 107

2.6 Ladder Safety .................................................................................................................................. 115

2.7 Tag & Lockout ................................................................................................................................. 122

2.8 Confined & Restricted Spaces ......................................................................................................... 125

2.9 Working Alone ................................................................................................................................ 132

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The Policies and Procedures Manual provides a uniform method of publishing Facilities Management policies and procedures. It provides a convenient reference for all of our employees to the administrative services which are available and the means by which they can be obtained. It is not meant to replace the various Collective Agreements and University policies but to elaborate on how certain articles are handled within Facilities Management.

The manual is structured in the following two sections: Section 1 - General Administration Section 2 - Safety

The manual contains policies and procedures that conform to the university policies and procedures that have been approved by President’s Executive Council and, following appropriate consultation, by the Senate and Board of Governors. Policies contained in the University’s Academic Calendar have not been duplicated in this manual.

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1 General Administration

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Facilities Management Policy

1.1 Facilities Management Mission Approval date: Jan 16, 1996 Revised: Jan 31, 2012 Prepared by: Strategic Planning Committee

1.0 Mission Statement

“Our Mission is to provide our University community with a safe, clean, and functional environment which supports the strategic direction of the University in a professional and sustainable manner.

2.0 Vision Statement

• We are the recognized leader in planning, maintaining and managing facilities within the University Community.

• Our people are the foundation in providing excellent customer service and innovative solutions.

• Our organization reflects a culture of safety, learning and teamwork.

3.0 Facilities Management Values

Institutional values reflecting the Facilities Management Department are based on a set of underlying fundamental principles, including:

• Professionalism and Respect - A willingness to work toward a high level of quality and service to others by behaving in a manner that reflects the values of Facilities Management and Mount Allison’s standards of conduct.

o Doing your work to the best of your ability.

o Making good use of resources, especially time, by taking prompt action to accomplish objectives.

o Approaching problems as challenges and opportunities with confidence and optimism.

o Valuing the knowledge and experience of others and being open to different opinions and points of view.

o Willingness to share your knowledge and experience with others.

• Honesty and Transparency - A lack of hidden agendas and conditions, accompanied by the availability of full information required for collaboration, cooperation, and collective decision making.

o Behaves consistently, is open and can be trusted to do what they say they will do.

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o Acts without consideration of personal gain.

o Gives straight answers and addresses misinformation promptly.

o Gives credit where credit is due.

• Teamwork and Cooperation - A willingness to work closely with other employees toward a common goal as opposed to working alone or in competition with others.

o Listening and being responsive to the ideas and suggestions of coworkers.

o Accepting and supporting others even when you may disagree.

o Promoting cooperation, supporting others and sharing the workload.

o Establishing strong interpersonal relationships and building internal and external networks.

• Accountability - A willingness to take responsibility for your own actions and the outcomes of those actions.

o Delivering what you promised to deliver.

o Owning up to shortcomings/mistakes.

o Honouring obligations, expectations.

o Doing what’s right consistently (no matter who's watching).

o Actively participating in activities and interactions that support the goals and strategic direction of Facilities Management.

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1.2 Policy Order of Precedence Approval date: May 15, 1998 Revised: Jan 31, 2006 Prepared by: Director of Facilities Management

In circumstances where there are any conflicts between this manual, University policy and/or the Collective Agreement, the following shall be the order of precedence:

a. the Collective Agreement;

b. University policy; and then

c. the Policies & Procedures manual.

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1.3 Tardiness Approval date: Mar 31, 1997 Revised: Feb 08, 2012 Prepared by: Director of Facilities Management

1.0 General

All employees are expected to begin work at the scheduled time. Failure to do so reduces the available work time and can result in the disruption of work schedules of other employees and our customers.

2.0 Minor Delay (< 10 minutes)

If an employee is going to be less than 10 minutes late, he/she is to give an explanation for the tardiness to his/her supervisor upon arrival at work. Repeat occurrences of minor tardiness (less than 10 minutes late) will be addressed through the discipline policy.

3.0 Major Delay (> 10 minutes)

If an employee is going to be more than 10 minutes late, he/she is to phone their supervisor/shop to indicate the expected time of arrival at work and leave a message if unanswered. Failure to phone will result in a verbal warning unless circumstances prevent the call from being made. Supervisors are to assess the nature of the situation before resorting to the disciplinary policy. For CUPE 2338 employees, time sheets will reflect the actual time of arrival and the employee will not be paid for the missed time.

4.0 Schedule Variation

Supervisors may, at their discretion, allow minor variations in working hours to allow for exceptional individual circumstances, however, all employees are expected to work a full scheduled week of the appropriate number of hours. The employee will be given the opportunity to make up lost time if productive work is available.

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1.4 Work During Winter Storms Approval date: Mar 31, 1997 Revised: Feb 08, 2012 Prepared by: Director of Facilities Management

1.0 General

Winter storms can make road conditions dangerous and even impassable. While it is important that the Facilities Management Department maintain essential services to the University during a winter storm, employees are not expected to unreasonably risk their personal safety to come to work or remain at work.

2.0 Closing the University

In the event of extreme weather conditions, the President may restrict service or declare the temporary closure of the University. In this event, employees will be given direction by their supervisors to depart work early or not to report to work until the closure is cancelled. If given such direction, employees will be paid for any time that they cannot work as a result of the closure.

3.0 Cancellation of Classes

At times only classes will be cancelled, this does not mean the University is closed and all employees are expected to report to work. Any employee not reporting to work, who is late or leaves early will not be denied the time off but the time must be covered by vacation, banked overtime or no pay. If work is available, the employee may make up the time at another time.

4.0 Reopening the University

In the message given by the President to close the University, a reopening time will usually be given. If such a time is not given, it will be assumed that the University will be reopened at midnight on the day that the order is issued unless a subsequent message is given updating the situation. Facilities Management will return to normal operations when the University is reopened.

5.0 Essential Services Work for CUPE 2338 Employees

Any CUPE 2338 employee required by their supervisor to report for work or remain at work during the closure, in order to carry out essential services and/or emergency work will be compensated in accordance with Article 25 - Overtime of the Collective Agreement. An essential service includes manning the heating plant, conducting security checks, and performing snow removal operations.

6.0 Individual Circumstances

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During storms where conditions do not warrant closure of the University, individual employees may be unable to report to work or may wish to leave work early due to road conditions. The following procedures will apply:

a. Prior to Shift: Employees are expected to make every reasonable effort to come to work in time to start their scheduled shift or, if delayed by the storm, to arrive within one hour of the scheduled start time. If they are unable to report to work, employees are to call their supervisors work phone and, if they are not there, leave a message indicating their situation and when they expect to be able to report to work. CUPE 2338 employees who arrive within one hour of starting time will be paid for the entire shift. CUPE 2338 employees who do not arrive within the hour of starting time will only be paid for the hours worked that day. Any time that is missed can be covered by banked or vacation time or the hours can be made up at a time mutually agreeable to the employee and the supervisor.

b. Early Departure: If during their scheduled shift any employees become concerned that they might have difficulty getting home due to weather conditions, they are to inform their supervisor of their concerns and request permission to depart early. Once informed, the supervisor will not unduly prevent the departure of any employee who wishes to depart. Employees will not be paid for that portion of their shift after their departure. Any missed time can be covered by banked or vacation time or the hours can be made up at a time mutually agreeable to the employee and the supervisor.

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Facilities Management Policy 1.5 Approved Use of Communication Devices and Computers Approval date: Sep 16, 1997 Revised: Jan 31, 2012 Prepared by: Director of Facilities Management

1.0 General

When at work and on duty, communication devices and computers are to be used for business/job related purposes and for personal emergencies.

2.0 Personal Communication at Work

University-provided telephones in offices, shops or public areas are intended for the conduct of University business and must be kept free for that purpose.

If University-provided telephones are used for personal communication, the calls are to be kept brief and are restricted to local calls unless long distance charges are directed to a personal billing number.

In the event of an emergency for an employee who is away from their office or do not have access to a phone or personal Communication device, employees can be contacted by:

a. Calling their Supervisor. Individuals should ensure that their family members know the number of their Supervisor.

b. If the Supervisor is not available, contacting Fixit at 364-2444.

c. During the night shift, contacting either the Heating Plant at 364-2452 or Security at 364-2228.

Facilities Management is not responsible and will not be liable for the loss or damage of personal communication devices brought into the workplace.

3.0 Etiquette for Communication Devices

When you must use your communication device, find a private, quiet place to make your calls. Maintain a buffer zone of at least 3 meter from others while using your device.

All phones should be turned off or set on vibrate when the staff member is in attendance at business meetings, training sessions and other job related functions and also while working in an occupied residence, academic or administration space. In other spaces set the ring volume low enough not to be heard beyond their assigned immediate work space. We ask that staff members work with their supervisors to determine a volume setting that will not disturb other staff in the surrounding work area.

Those who leave their communication devices behind when departing the work area should turn these phones off or set to vibrate before departing.

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Non-urgent calls should be left to go to voicemail.

4.0 Texting, Social Networking and Internet

Unless used for Facilities Management related business, Facilities Management prohibits the use of internet, social networking sites, texting or apps during work time. These may only be accessed during scheduled break times.

5.0 Camera Use on Campus

Unless used for university related business, Facilities Management prohibits the use of the camera/video function on personal communication devices in the work place as a preventative step to secure privacy to those within the university community, and other confidential information. Any work related pictures/video that is taken is not permitted to be shared on any public forum, social networking, or internet site.

6.0 Unsafe Work Situations

Facilities Management prohibits the use of cell phones or similar devices while at any work site at which the operation of such device would be a distraction to the user and/or could create an unsafe work environment. Such work sites must be secured or the device used only by an employee who is out of harm’s way at such work environments.

The use of communication devices must adhere to the New Brunswick Motor Vehicle Act.

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1.6 Work Absences for CUPE 2338 Employees Approval date: Sep 16, 1997 Revised: Apr 18, 2012 Prepared by: Director of Facilities Management

1.0 General

Employees are hired primarily because there is an ongoing requirement for the completion of a specified set of duties during normal working hours. Attendance management is the function of many individuals, and its success is dependant upon the commitment of all participants:

a. the Employer has the right to expect that its employees will attend work regularly and that they will fulfill the services they were hired to provide.

b. the Employee has the responsibility to maintain a healthy lifestyle so as to be able to fulfill the responsibilities of his/her position.

Occasionally circumstances will occur whereby an employee is required to be away from the workplace. In those cases, employees have the added responsibility of reporting their absences. This policy provides direction for making requests for any type of time off for CUPE 2338 employees.

2.0 Vacation

Each employee earns credits for vacation time in accordance with Article 31 - Paid Vacations of the Collective Agreement and is entitled to and normally expected to use vacation credits in the year after they are earned. The vacation year is from July 1st of one calendar year to June 30th of the next calendar year.

Casual employees will be able to book their vacations in accordance with this policy and if they are not required for work at the time of their vacation request they will be put in as on vacation and will be paid for the period of their vacation request. If they are called for work prior to their vacation period, they will be able to decide whether to cancel their vacation and accept the work or to remain on vacation.

Requests for specific vacation periods will normally be granted unless workload makes the attendance of the employee at work necessary. All requests for vacation will be made in writing using the “Employee’s Request for Time Off” form attached as Annex A. There are two basic types of vacation as follows:

a. Scheduled Vacation. Vacation requests are to be submitted by April 1st of each year for the subsequent vacation year (i.e. the vacation year beginning July 1st). These requests will be granted first on the basis of seniority and will be posted on the vacation schedule prior to May 1st.

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b. Non-Scheduled Vacation. Requests submitted after April 1st will be granted on a “first come-first served” basis, subject to workload in the department. The “Employee’s Request for Time Off” form must be submitted at least 48 hours in advance of the start of the absence. In extenuating circumstances, vacation requests will be entertained within 48hours of the start of the requested vacation.

The supervisor’s decision with respect to approving the absence will be communicated to the employee as soon as possible after the request has been submitted. The time off will be considered to be approved when the employee receives his/her copy of the request form with the supervisor’s signature on it.

Banked overtime may be used with either scheduled or non-scheduled vacation but must be indicated on the “Employee’s Request for Time Off” form.

3.0 Vacation Cancellation

Vacation may be cancelled by an employee prior to the scheduled start of the vacation.

However, as commitments are frequently made to replace personnel on vacation, notice to cancel vacation should be made by employees to their supervisor at least two working days prior to the start of the vacation. Vacation cancellation requests made less than two days prior to start of vacation will only be approved if commitments have not been made to employ other employees.

Casual employees will be permitted to cancel scheduled vacation if work becomes available prior to the start of the scheduled vacation period.

The vacation can be re-scheduled at a time mutually agreeable to the employee and supervisor. The changed dates will be subject to the “first come-first served” stipulation after April 1st. If a suitable period for the cancelled vacation cannot be agreed to, then the employee may be required to take the vacation at the end of the vacation year.

4.0 Sick Leave While on Vacation

Sick leave credit while on vacation is discussed in Article 31.05 - Sick Leave While on Vacation of the Collective Agreement. Employees should contact their Supervisors as soon as possible and provide medical certificates at the earliest time.

5.0 Vacation Carry Over

Normally, vacation will not be allowed to be carried over and remaining allotments will be required to be taken at the end of the vacation year. In extenuating circumstances, an employee may request that their remaining vacation be carried over to the next fiscal year. In these situations, employees are to submit a request in writing to their supervisor/manager by June 1st indicating the vacation requested to be carried over with a reason why it could not be used in the current fiscal year or why it is needed in

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the new fiscal year. These will be forwarded to the Director who will make a submission on behalf of Facilities Management to the VP (Administration) for approval.

6.0 Short Term Sick Time

Short term sick time entitlements are discussed in Article 33 - Short Term Sick Leave of the Collective Agreement.

If an employee is too ill or severely injured to perform the duties of their position, they are to phone their supervisor at least one hour prior to the start of their shift or workday in order to make the supervisor aware of the situation. If the employee is unable to contact the supervisor at their home or work, then the employee is to leave a voice-mail for the supervisor at their office phone number.

Unless the employee has submitted a doctor’s certificate indicating that they will be unable to perform their duties for a specific period of time, the employee must call prior to each shift or workday in order to confirm that they are still unable to report to work.

If an employee is unable to report to work for a period greater than five workdays, then medical evidence may be required to substantiate the paid time off.

7.0 Long Term Sick Leave

Employees who are on unpaid sick leave or who qualify for and go on Long Term Disability are responsible to keep their supervisors/managers up to date of their expected return or non-return to work after Doctor’s Appointments. Medical evidence is required in order to return to work.

8.0 Medical/Dental Appointments

Employees are expected to make every effort to schedule personal medical/dental appointments during non-working hours or at a time which minimizes the required time away from work. If the supervisor is satisfied that such efforts have been made, then time off will be granted with pay for the time period of the appointment as well as to travel to and from the appointment. Personal time prior to and after the travel time will not be paid for. The employee may use vacation or over time banked to cover additional time off if required or make up the time at a mutually agreed time.

Employees are expected to make every effort to make arrangements for another family member to attend to needs concerning medical/dental appointments for other family members, or failing that, to arrange for appointments to be at times that minimize the time required for the employee to be away from work. If the supervisor is satisfied that such efforts have been made, then time off will be granted with pay for the time period of the appointment as well as to travel to and from the appointment. Personal time prior to and after the travel time will not be paid for. The employee may use vacation or overtime banked to cover additional time off if required or make up the time at a mutually agreed time. For the purposes of this policy, a family member is anyone living in the same household as the employee or a mother, father, sister or brother who has no other family members who are available to provide the required support.

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Employees are expected to inform their supervisors as soon as they become aware of the need for time off to go to a medical appointment. Requests are to be made in writing using the Request for Time Off form in Annex A.

9.0 Leaves of Absence

The entitlement for time off for maternity, child care, full-time study at Mount Allison, and leave of absences without pay are outlined in Article 34 - Leaves of Absence of the collective agreement. Requests for these leaves of absences are to be made in writing by filling out the Leave of Absence form attached as Annex B to the employees’ manager.

10.0 Union Business

The entitlement for employees to be away from work to attend union business is outlined in Article 34.01 - Leave for Union Business of the collective agreement. Requests for this type of leave of absence will be made in writing from the union executive to the Director of Facilities Management.

11.0 Other Time Off

The entitlement for time off for bereavement, funerals, and jury duty are outlined in the collective agreement. Requests for these types of time off are to be requested in writing using the “Employee’s Request for Time Off” form attached as Annex A as soon as possible before the start of the absence. Emergency situations requiring time off with less than 48 hours notice should be discussed with the supervisor as early as possible and the request form must be filled out in arrears if the request for time off is made by telephone.

Annex A To Policy # 1.6

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Mount Allison University Department of Facilities Management

Employee’s Request for Time-Off

Name: Date:

I request time off from my regular hours of work as follows:

Start Date of Time-off: Requested Time-off:

Reason:

Employee Signature:

Date Received: Time:

Request Approved

with pay without pay

Accumulated Overtime:

Request Not Approved

Supervisor Signature: Approval Date:


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Leave of Absence Form

Name: Date:

To Whom It May Concern: I request to take a leave of absence from work from (date)..........................................to (date)...........................................without pay for the following reasons:

Employee Signature:

Approved by Manager:

Signature: Date:

Approved by Director:

Signature: Date:

* Please contact Human Resources to discuss benefit coverage and to make arrangements to pay any premiums. c.c. Employee Human Resources Union President Supervisor Front Desk

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1.7 Compensation for Committees for CUPE 2338 Employees Approval date: May 15, 1998 Revised: Jan 31, 2012 Prepared by: Director of Facilities Management

1.0 General

Meetings of official departmental committees are normally held during the working day between Monday and Friday. Most employees are therefore able to attend the meetings as part of their normal duties. CUPE 2338 Shift workers such as the stationary engineers or evening custodians are required to attend these meetings at times outside of their scheduled work week. This policy will specify how compensation will be provided to these shift workers who attend meetings.

2.0 Official Committees

This policy is applicable for attendance at meetings of the following committees:

a. Labour-Management Committee;

b. Health and Safety Committee;

c. Bargaining Unit Work Committee; and

d. All special committees, University committees, or focus groups established periodically to deal with issues requiring input from both management and employees, such as Policies and Procedures Committee, Uniform Committee, etc.

3.0 Compensation for CUPE 2338 Employees

CUPE 2338 employees who are required to attend committee meetings outside of regular working hours shall be compensated for actual time spent in the meeting. Employees will be compensated by an equivalent amount of time off from their shift at a time mutually agreeable to the employee and supervisor. These hours will be taken as soon as possible after the meeting.

4.0 Multiple Committees for CUPE 2338 Employees

A CUPE 2338 employee may be appointed by their union executive to any or all of the regular committees listed in paragraph 2.0 a, b, and c; however, an employee will not be permitted to sit concurrently as a regular member of more than two special committees as described in paragraph 2.0 d.

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1.8 Custodial Staffing Approval date: May 15, 1998 Revised: Jan 31, 2012 Prepared by: Director of Facilities Management

1.0 General

Custodial staffing requirements change throughout the year. There are three distinct staffing periods: the Academic season (September to April), the summer season (June to August), and the Conference season (April to August). The custodial workload generated by the University in the summer months is typically reduced from that generated during the academic year and a number of full-time custodians may be laid off from June to August. During the summer months the university also operates a conference business and often has project work requiring the support of custodial staff. The following is a guide on how each season of the year will be staffed. Also, casual staffing, availability and scheduling will be outlined.

2.0 Academic Season (September to April)

Staffing during the academic season in the residences and in the academic buildings will be staffed through regular job postings. These are permanent positions.

3.0 Summer Season (June to August)

Academic service is cut by 50% during the summer and residence service is reduced to housecleaning the residence buildings.

Since the job descriptions for the remaining positions are significantly different than the permanent positions, they all must be posted and offered by seniority. To facilitate this transition, a summer staffing meeting will be held in March or April. Prior to this meeting, other higher paying temporary jobs in grounds and within other departments will be posted and offered by seniority to qualified employees. A list of the temporary summer positions will also be posted.

At the summer staffing meeting, the remaining custodians will bid on the available academic and residence custodial positions by seniority. A Facilities Management Position Acceptance form will be filled out and signed by each successful employee.

All custodians who are not successful in attaining a temporary summer position will be laid off and placed on the custodial casual list.

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4.0 Conference Season (April to August)

The Conference season is unpredictable at most times and requires a significant amount of effort. The Custodial Residential supervisor is in constant contact with the Conference office and will make every attempt to provide as much staffing notice as possible.

5.0 Custodial Casual Employment

Whenever additional shifts are identified throughout the year, the custodial supervisors will use the custodial casual list to offer work. A log will be kept when employees are being contacted by phone and if an employee does not answer the phone, then they will be considered unavailable for work. If a call is answered by an answering machine, a message will be left and, the work will be assigned to a less senior employee unless the employee responds to the message before the work has been assigned to less senior employees. Schedules may be changed or cancelled with at least 24 hours’ notice. Employees will not be paid for lost hours if 24 hours’ notice has been given.

Tasks will be combined wherever possible. Some tasks may require a custodian for the entire duration for continuity; other tasks may not. For example, on Friday a custodian is called for a task for three days (requiring continuity) and for two other days (not requiring continuity) for the next week. The senior casual employee will be offered the full five days and informed that if they take the task requiring continuity then they must be able to work all of its three days. The employee will have the following options:

a. take the entire five days;

b. take the task requiring continuity and either of the two other days;

c. turn down the task requiring continuity and take either or both of the two other days; or

d. turn down the entire five days.

If the senior employee does not choose the entire five days, the remaining days will be offered to the next employee on the seniority list.

7.0 Casual Work Availability and Scheduling

Every Wednesday, by 11:00 am, employees are to report their availability to work for the following week(s). Employees who do not report their availability will be deemed unavailable for work. The schedule for the following week will be posted on the Custodial bulletin board outside the Custodial Supervisors’ office on Friday. Custodians are responsible to contact their Supervisor or check the schedule. Employees may request to have the schedule sent via email. A confirmation of receipt will be required.

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1.9 Variable Hours of Work Approval date: May 15, 1998 Revised: Feb 16, 2012 Prepared by: Director of Facilities Management

1.0 General

As long as the University is provided with dependable Facilities Management services during normal working hours, employees will be allowed to work hours other than their normal hours of work and arrange compressed work weeks. Any such arrangement or combination of arrangements may not interfere with the operation of the department.

2.0 Agreement

A pre-arranged schedule of working hours will be set by mutual agreement in writing between the supervisor and all of the employees affected by the schedule. The total hours of work per week for each employee in the extraordinary schedule must add up to the total work week under the normal schedule; the number of hours per day may vary as may the number of days worked in the week.

2.0 Vacation

For hourly employees, as vacation is taken in hours rather than days, there should be no problem in taking the required amount of vacation to maintain the arranged schedule. However, if an employee wishes to take vacation during a period when his or her absence would prevent the department from providing services during regular working hours, then the employees remaining at work will revert to regular working hours to cover the absence.

For salaried employees, as vacation is taken in days, the employee and employees remaining at work will revert to regular working hours for the week where the vacation is requested.

3.0 Statutory Holidays/Pre-Planned Activity

During a week or weeks when a statutory holiday occurs, all employees will revert to their normal hours of work so that each will receive equal benefit from the holiday. Similarly, employees involved in full-day administrative activities which preclude completion of their extraordinary schedule, such as training or conferences, will also revert to their normal hours of work for the week or weeks involved.

4.0 Overtime Call-ins

Once the schedule has been agreed to by both parties, then any work required by supervisors outside of the agreed upon schedule will be considered to be overtime and will be treated accordingly.

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5.0 Termination of Agreement

The extraordinary schedule, once agreed upon, can be terminated by either the supervisor or the employees prior to the start of any work week by notifying the other parties in writing.

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1.10 After Hour Response Approval date: Sep 16, 1997 Revised: Jan 30, 2012 Prepared by: Director of Facilities Management

1.0 General

University activities are not limited to the regularly scheduled working hours of employees. Emergencies can occur at any hour of the day or night and a system must be in place to ensure prompt, effective response to after hour situations requiring the support of the Facilities Management Department. The cost of providing this response can be high, so controls must also be in place to ensure that the level and type of response is appropriate to the circumstances.

2.0 After Hour Point of Contact

During the work day and after regular business hours, all requests for Facilities Management services are to be reported to fixit at 364-2444. There is a zero-out option on the voicemail that will allow an emergency call to be transferred to a call service.

An After Hours Log will be maintained by the call service. FixIt will raise a work order whenever a call-in is made or follow-up action will be required on the next working day.

3.0 Call-ins

The call service agent will ask any caller to identify themselves, obtain a phone number where the caller can be reached, and obtain sufficient information from the caller to assess the urgency of the situation and the nature of the problem. The documented protocol will be followed.

During the summer, the call service contacts the various Facilities Management departments separately and follows an escalation procedure until a Mount Allison employee is contacted.

4.0 After Hour Response Binder

An After Hour Response Binder will be maintained by the Requirements Manager and kept in the Heating Plant for the use of the Duty Engineer. It will consist of the following items:

a. After Hour Log. This is a record of all requests for service maintained by the Heating Plant stationary engineers. Upon contacting Work Reception, the work order number should be recorded in the log. The After Hour Log will be maintained by the Technical Services Manager.

b. Trouble Call Check List. The Trouble Call Check List gives a list of potential trouble call areas outlining courses of action and identifying a primary supervisor contact.

c. After Hour Contact List. The After Hour Contact List expands on the primary supervisor contact from the list above. It will also include contractor contact information for those areas

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requiring contract response or contract backup in case our tradespersons are not available. In areas within the responsibility of our trades, contractors will only be used as a last resort.

d. CUPE 2338 Seniority Lists. A current CUPE 2338 seniority list by trade will be included in the binder.

The contact information will be maintained by Works Reception. The After Hour Response Binder will be reviewed annually by the Requirements Manager and an electronic copy of the binder kept on the shared drive.

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1.11 Residential Access Approval date: Sep 16, 1997 Revised: Jan 31, 2007 Prepared by: Director of Facilities Management

1.0 General

University residences are the homes of the students who live in them. Care must therefore be taken to ensure that the residents are provided with a reasonable degree of privacy and quiet. The hours of work for tradespersons must be restricted in order to ensure this privacy.

2.0 Hours of Access

No employee or contractor, other than the assigned custodians, is to enter residential room areas including hallways prior to 10:00 am except to respond to emergency situations. If access is required for routine work prior to 10:00 am then permission must be sought through the Housing Manager.

3.0 Occupant Notification

The occupant of a room is always to be informed if work is done in their room. If an employee does have to enter a room when the occupant is not present, the employee is to fill out and sign a Maintenance Notification Form informing the occupant about the work that was completed. The forms are available from Facilities Management Reception Desk. A Maintenance Notification Form is attached as Annex A.


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MAINTENANCE NOTIFICATION

Facilities Management was in your room today in response to a maintenance request.

□ Maintenance was completed on WO #__________

□ A return visit is required

Signature:

Date:

If you have any comments or concerns, please call the Facilities Management at 364-2444

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1.12 Trading Shifts in Security & the Heating Plant for CUPE 2338 Employees

Approval date: Sep 16, 1997 Revised: Mar 01, 2012 Prepared by: Director of Facilities Management

1.0 General

As long as the University is provided with dependable Facilities Management services during normal working hours, employees within Security and the Heating Plant will be allowed to trade shifts. By trading shifts an employee may work more than their normal hours within a pay period but these hours will be banked in the employees flex time bank at straight time. Trading shifts is not intended to be used in place of vacation and sick time.

2.0 Procedure

All requests for trading shifts will be requested through the supervisor using the attached form. The employee working the shift will save their time in their flex time bank at straight time and the employee taking the shift off will draw their time out of their flex time bank. The shifts being traded will normally occur within the two week pay period.

The attached form will normally be submitted at least 24 hours before the start of the shifts to be traded.

Once the form is submitted and the Supervisor signs the form, the trade is final and the shift schedules will be amended.


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Employee’s Request Trading Shifts

Name: Date: Time:

I request to trade the following shift:

From (Time and Date) To (Time and Date) Total # Hours Employee filling the shift

The shift will be replaced on:

From (Time and Date) To (Time and Date) Total # Hours Employee filling the shift

1st Employee Signature:

2nd Employee Signature:

Approval

Supervisor Signature: Approval Date:

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1.13 Uniforms & Personal Appearance Standards Approval date: Sep 16, 1997 Revised: Dec 01, 2015 Prepared by: Custodial Manager

1.0 General

The success of Facilities Management is determined in part by establishing and maintaining a consistent, identifiable and professional image of quality care and service. Uniforms and accompanying footwear are provided by the University, in accordance with the Collective Agreement, to aid in achieving this objective as well as to protect and assist staff in conducting their assigned duties.

2.0 Personal Appearance Standards

While at work, staff is to wear properly maintained University-provided uniforms, to observe appropriate dress standards, and to observe good habits of personal hygiene. Employees are responsible for ensuring that their uniforms are clean, pressed and in good repair. Jewelry should be worn in moderation and must meet safety requirements as required for the duties performed. Uniforms are to be worn at work and traveling to and from the University only.

3.0 Definition of uniform

The following items are deemed to be part of the Facilities Management uniform for all employees except Security Officers and an individual’s clothing allotment will be used to purchase these items:

a. shirts - long sleeve, short sleeve or smock;

b. pants - capris pants, cargo pants, shorts no more than 2” above the knee are allowed if duties permit due to safety reasons; blue jeans, gym pants, or yoga pants are not permitted;

c. sweatshirts - with or without hoods. Hooded sweatshirts may not have any strings attached if deemed unsafe as determined by management;

d. jackets - shell & liner;

e. overalls & coveralls - may be worn over pants & shirts;

f. hats - Mount Allison ball caps, Tilley hats and winter hats.

g. shoes/boots - appropriate safety boots, running shoes or work shoes as required for the duties performed;

h. strap on ice cleats

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The above clothing will be in the University colours of grey, black, white, or burgundy. Facilities Management will provide a list of sources for uniform items and the products deemed acceptable.

Once issued to the employee, all of these uniform items will become the property of the employee and he/she will be responsible for the maintenance or replacement of the item.

4.0 Jackets for Outside Workers

The following workers will be deemed to be outside workers: all permanent year-round employees in Grounds, the Carpentry Shop, the Electrical Shop, the Plumbing Shop, HVAC, the Custodial Lead Hand, and the Custodial Night Crew. Winter jackets will be purchased by Facilities Management for these outside workers in addition to the clothing allowance. The costs for the initial purchase of these jackets will be charged to the clothing allowance budget but will not be charged to the individual’s clothing allotment.

These jackets will remain the property of the University and will be replaced only when an employee returns their old jacket or liner and provides an explanation for the replacement. If the Manager agrees to replace a jacket or liner, the cost will not be charged against the individual’s annual allotment and the Manager will use their budget to purchase the item.

5.0 Safety Clothing for Electrical Employees

Electricians are required to wear arc-rated clothing. As this clothing is significantly more expensive than normal uniform wear, the average rate of a piece of clothing will be charged to the individual’s clothing allowance. The additional cost for the increased safety standard will be charged to the Electrical departmental budget.

6.0 Damaged Uniforms

Damaged uniforms resulting from the performance of an employee’s duties may be replaced at the discretion of the Director of Facilities Management from outside of the clothing budget.

7.0 Entitlement

The clothing allotment for all CUPE employees is defined in Article 41 - Clothing Allowance of the collective agreement. All remaining FM employees will also be entitled to the clothing allotment.

8.0 Procurement of Uniforms

Each employee will be able to use his/her budget allotment to ensure that he/she has sufficient uniform items to meet the requirements of their job. If an employee requires more than their clothing allotment of uniform items in a fiscal year, then the employee will be required to pay for any amount exceeding the clothing allotment limit. Any funds not used by an employee will not be carried over to the next year and will be used by the Department to procure general

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safety or environmental clothing items. In special circumstances, the Director may approve the carryover of a portion of the clothing allowance to the next year.

The Facilities Management Department will provide each employee with the opportunity to order any uniform items that they require twice per year. The source of uniform items will be identified to employees so that they can procure uniform items themselves, if required at other times of the year. Any uniform items purchased by the employee outside of the annual order must conform to this policy. Additional clothing orders may be made at other times of the year for specific items at the discretion of the Director.

9.0 Procedure for Ordering Uniforms

In the spring of each year, employees will receive information describing the process for ordering uniforms. This will include an order form and important submission dates. Employees will be given four weeks to place their order and return the order forms to the coordinator. The order will then be placed with the supplier.

All purchases made by an individual outside of the clothing order form are to be paid for by employee and they can be submitted for reimbursement as long as they are within the employee’s clothing allowance allocation.

Receipts must indicate a description of the item(s) purchased and be dated within the current fiscal year (01 May – 30 Apr). Receipts for purchases must contain only the items for reimbursement and must be signed on the back by the employee. Items purchased that are not authorized will not be reimbursed.

10.0 Uniform and Footwear Standards

Uniform and footwear standards will be determined by management after consultation with staff and will take into account factors such as professional appearance, identifiably, comfort, maintainability and durability. Standards will vary by work group based upon needs and expectations of the work to be performed.

Footwear standards for all Departments will conform to any Occupational Health and Safety standard.

Uniforms and footwear are to be worn as intended (i.e. shirts buttoned, smocks tied and not loose, shoe laces tied, etc.).

11.0 Sunglasses

Sunglasses are to be worn for daytime, outdoor use only.

12.0 Security Officers

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Security Officers uniforms are determined by Article 41.05 - Security Officers of the collective agreement and will be typical of a security service as determined by the Director. Security Officers uniforms are purchased by the University.

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1.14 Overtime Approval for CUPE 2338 Employees Approval date: Mar 31, 1997 Revised: Jan 30, 2012 Prepared by: Director of Facilities Management

1.0 General

The administration of overtime can be a confusing and even contentious issue. It involves work outside of standard working hours, extra compensation for the employee and additional costs for the university. It is important that a standard procedure be followed so that any misunderstandings can be minimized.

2.0 Authorization

Hourly employees will not normally work outside of normal working hours unless they have been specifically authorized to do so by their Supervisor/Manager or the Director of Facilities Management. The only exceptions are the Grounds Lead Hand, who will call in employees to react to a grounds emergency if the Grounds Superintendent cannot be reached, and the Engineer on Duty in the Heating Plant, who will call in employees to react to an emergency if the appropriate Supervisor/Manager cannot be reached. The Engineer on Duty will enter the details of the emergency with the name of the employee called in the Heating Plant log book.

3.0 Administration

Whenever an hourly employee is authorized to work overtime, whether as a call-in or as an extension of the work day, the employee will complete the Employee’s Report of Overtime form, enclosed as Annex A, and submit it to their Supervisor/Manager for approval.

If the information is complete and correct, the Supervisor/Manager will sign the form and return one copy to the employee and keep one copy for the Supervisor/Manager’s records for the period during which the overtime was worked. If the employee does not indicate that the overtime credit is to be banked, then the payment will be made on the employees pay.

Determination of the appropriate employee to be offered the overtime and the rate of pay for any overtime worked shall be in accordance with the CUPE 2338 Collective Agreement.


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Employees Report of Overtime

Employee Name:

Time & Date of Overtime:

Time Work Completed:

Who requested Overtime:

Location of Work:

Description of Work:

Bank Overtime:

Pay Overtime:

Employee’s Signature:

Number of overtime hours: (Call-ins are a minimum of 4 hours)

Rate of Pay:

1.5

2

2.5

Approved by:

Mar 2016 34


1.15 Vehicle Operations Approval date: Mar 31, 1997 Revised: Apr 20, 2012 Prepared by: Director of Facilities Management

1.0 General

Facilities Management utilizes a small fleet of vehicles to provide support services to the University. Not only are the operation and maintenance of these vehicles expensive, but the vehicles themselves constitute some of the most visible elements of the department as they move from place to place on the campus. It is, therefore, important that they be operated efficiently and safely, and that they be maintained in a manner that reflects positively on the department.

2.0 Vehicle Responsibility

Each vehicle is assigned to a specific shop. The shop supervisor is responsible for the operation and condition of each vehicle, although specific employees may be assigned responsibility for routine maintenance or daily operation. Drivers must report any unusual noises, mechanical incidents or dents to the shop supervisor. All maintenance and fuel purchases are to be tracked by vehicle in megamation. Each year the mileage is to be recorded. The odometer reading will be taken for each vehicle at the end of shift on the last working day of April of each year. This information will be given to Works Reception to include on the vehicles maintenance work order. This reading will also be sent to the assistant controller for the carbon footprint data.

A log book is to be kept for vehicles used in more than one department. The daily mileage, fuel purchases and maintenance work is to be recorded.

Vehicles are to be washed and the interior tidied up at least once every two months. A thorough cleaning including washing and waxing is to be done twice a year. There will be no smoking inside any university vehicle.

3.0 Vehicle Operation

Vehicles are to be used on official university business only. They are normally only to be taken off campus to pick up supplies, transport garbage or to be fuelled or repaired. The supervisor is to be informed if a vehicle is leaving campus for any other reason.

Vehicles are only to be operated by a driver with a valid driver’s license. The Vehicle Fuel Conservation and Idling policy is to be followed at all times. At no time will keys be left in an unattended vehicle.

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Care must be taken at all times to keep the vehicles off grassed areas to prevent turf damage and added workload for the Grounds Crew. Vehicles should be parked at back entrances to access buildings where ever possible and are to stay out of the quad areas. When a vehicle must park at a front entrance to a building they are to be parked where they will not block access to walkways or building entrances. Any gates or security barriers that are opened to access any area of the campus are to be re-closed once the vehicle has passed through.

4.0 Repair and Maintenance

Supervisors are to ensure that vehicles are inspected at least monthly for signs of wear such as tire tread, body rust or fluid leakage. The shop supervisor/ manager are responsible to make sure maintenance is performed as per the vehicles maintenance manual.

Any repairs or maintenance up to $1,000 can be approved by the budget account manager using the blanket purchase order and must conform to budget strategy. Repairs beyond that amount must be approved by the Director.

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1.16 Vehicle Fuel Conservation & Idling Approval date: Mar 31, 2011 Revised: Prepared by: Director of Facilities Management

1.0 General

Facilities Management is committed to reducing the carbon footprint of the University, to promoting health and safety, and to minimizing its operating costs. Idling vehicles consume fuel, produce carbon emissions, and expose their operators, other staff, students, and faculty to exhaust fumes. It is known that:

a. One hour of idling consumes approximately 3.78 litres of fuel. b. One hour of idling equates to approximately 53 kilometers of engine wear. c. Idling causes premature engine wear. An idling engine creates minimal oil

pressure resulting in insufficient engine lubrications. d. Drivers are exposed to elevated levels of exhaust while a vehicle is idling due to

the lack of air circulation that typically occurs while the vehicle is in motion. e. Idling contributes to poor air quality and some building air intakes are in

locations where vehicles can park. f. Idling a gas powered engine for over 10 seconds uses more fuel than restarting

the engine. g. Idling a diesel powered engine for over 30 seconds uses more fuel than

restarting the engine.

2.0 Aim

The aim of this policy is to promote responsible actions in regard to the environment and to health and safety, and to minimize fuel costs due to the operation of vehicles. This policy applies to all operators of Facilities Management vehicles.

3.0 Fuel Conservation with Facilities Management Vehicles

Operators of Facilities Management vehicles should conserve fuel by:

a. Minimizing vehicle idling time b. Reducing vehicle warm-up time. Follow the vehicle manual recommendations for

idling in extreme weather conditions. c. Accelerating gradually and avoid sudden braking if possible.

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d. Eliminating unnecessary weight in vehicles. e. Car-pooling whenever possible. f. Ensuring that vehicle tires are properly inflated. g. Ensuring that the vehicle emission control systems are not altered or disconnected.

4.0 Idling Reduction

The following guidelines are to be followed in the operation of any Facilities Management vehicle:

a. Vehicles shall never be left unattended when idling. b. Engine warm up periods should not exceed one (1) minute. c. Vehicles should be shut down whenever idling periods are expected to exceed ten

(10) seconds for gas powered vehicles and thirty (30) seconds for diesel powered vehicles.

5.0 Idling Exceptions

The exceptions to these guidelines have been identified for the following circumstances:

a. Vehicles for which idling is required as part of a repair, system, or regular pre-check maintenance process (Garbage Truck).

b. Under extreme weather conditions or any other time when the health and safety of the employee or others may be jeopardized.

c. To ensure the safe operation of the vehicle including defrosting windows and keeping them clear.

d. If the vehicle is not expected to be able to restart due to a mechanical problem. e. Typical stop and go traffic.

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1.17 Discipline Approval date: Mar 31, 1997 Revised: Jan 30, 2012 Prepared by: Director of Facilities Management

1.0 General

A formal system of progressive discipline ensures consistent handling of incidents where rules or policies of Mount Allison University or the Facilities Management Department are not followed. Employees who are in violation of rules or policies are made aware when their actions are unacceptable and are given opportunities to correct their actions prior to the imposition of any penalty, unless the violation is extreme.

2.0 Informal Discussion

When a supervisor first becomes aware that an employee is violating a rule or policy, the supervisor will informally discuss the matter with the employee within 3 days of becoming aware of the violation.

3.0 Verbal Warning

If a second violation of a similar nature occurs, then the supervisor will issue a verbal warning to the employee. This is a discussion with the employee, in the presence of the Union President or designated representative for CUPE 2338 & 3433 employees, wherein the Supervisor/Manager confirms the employee’s understanding of the rule or policy, identifies the manner in which the rule or policy is being violated and inquires whether there are extenuating circumstances that are contributing to the violation. It is to be made clear to the employee that further disciplinary action will be taken by the Supervisor/Manager if the violation is repeated.

4.0 Written Warning

If a third violation of the same rule or policy occurs, the Supervisor/Manager will issue a written warning to the employee within 3 days of becoming aware of the violation. The written warning will be given to the employee, in the presence of the Union President or designated representative for CUPE 2338 & 3433 employees, and a copy will be placed on the employee’s file at the Human Resources Office. The written warning will confirm the discussion held at the time of the verbal warning and identify the nature of the third violation. The written warning will clearly state that a further violation may result in some form of penalty. A written warning will not be used as part of a progressive discipline action if the employee successfully completes 12 months of service after the verbal warning free from any disciplinary action.

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5.0 Subsequent Violations

If another violation of a similar nature occurs, the Director of Facilities Management will discuss the matter with the employee in the presence of the Supervisor/Manager and the Union President or designated representative for CUPE 2338 and 3433 employees and a penalty may be imposed. Ordinarily, the first penalty will be a one day suspension. Should there be subsequent violations, progressively larger penalties will be imposed by the Director until circumstances warrant discharge. All penalties will be imposed in writing.

6.0 Serious Violations

Progressive discipline is applicable in matters of a routine nature such as culpable attendance or job performance. Serious violations of rules or regulations may result in immediate penalty up to and including dismissal. Such penalties can only be imposed by the Director or the Vice-President (Finance & Administration).

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1.18 Waste Management Approval date: Apr 30, 2007

Revised: Feb 14, 2012

Prepared by: Director of Facilities Management

1.0 General

Facilities Management commits to recycling, reusing and reducing all campus waste materials, limiting the waste that goes in our landfills. All green and blue bags are sent to Westmorland-Albert Solid Waste Corporation and waste placed in these bags is to conform to the Westmorland sorting lists. You can obtain information from the Westmorland Wet/Dry information Hotline: 877-1040 or www.Westmorlandalbert.com.

2.0 Garbage Bag Colour Schemes

a. Green. All Wet waste as identified by Westmorland-Albert Solid Waste Corporation must be placed in a green transparent bag. This garbage will be transported to Westmorland.

b. Blue. All Dry waste as identified by Westmorland-Albert Solid Waste Corporation must be placed in a Blue transparent bag. Remember to shake, wipe, or rinse Dry waste items to ensure that it can be recycled at the Westmorland facility. This garbage will be transported to Westmorland.

c. Clear Transparent. Recyclable materials such as refundable pop cans, glass, and plastic bottles can either be placed in clear or blue bags. Refundables in a clear bag will not be transported to Westmorland and will be redeemed by the building manager or alternate. Recyclables in the blue bags will be transported to Westmorland and sorted for redemption in their facility.

3.0 Garbage Stations

Garbage stations are put in hallways throughout the campus and contain a wet receptacle, a dry receptacle, and a recyclable receptacle. The wet and dry containers will be marked “WET WASTE” or DRY WASTE”.

4.0 Garbage Cans

Garbage cans will be placed in offices and in selected areas on Campus. Garbage cans will not be placed in classrooms.

5.0 Outside Containers & Stations

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Outside containers are placed throughout the campus. These containers use green bags. Exterior garbage stations will be placed in strategic stations in busy spots on Campus. These will contain the dry, wet, and recyclable containers.

6.0 Hazardous Waste

Red containers marked “Hazardous Material” are placed in all buildings for household batteries and other hazardous materials as identified by the Westmorland-Albert Solid Waste Corporation. Custodians are to place waste from these bins in either a bag or a box depending upon the type of waste. Other hazardous waste items will be handled as follows:

a. Fluorescent Light Tubes: Used fluorescent light tubes and compact fluorescent bulbs are to be placed in boxes provided for the disposal of the bulbs. Once full the employee will contact [email protected] and arrangements will be made for pick up.

b. Paint Cans: Dry, empty paint cans are to be placed in a blue garbage bag with the regular waste. If the paint cans contain more than a trace amount of paint, the paint can be dried by leaving the lid off. Kitty litter can be added to the paint to help the drying process. Partial or full paint cans are to be placed in the Cuthbertson garage for disposal.

c. Broken Glass: Broken glass is to be boxed and placed with the regular garbage.

7.0 Construction Waste

Construction waste is to be put in the garbage bin located near the Grounds Shop. Hazardous construction waste is the responsibility of the manager of the job where the waste originated from. Handling and disposal of this hazardous waste is to conform to the relevant code and practice.

mailto:[email protected]

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1.19 Policy & Procedure Amendment & Review Approval date: Apr 30, 2007 Revised: Jan 30, 2012 Prepared by: Custodial Manager

1.0 General

The environment within the University and the community is always changing and being improved upon. Our policies and procedures need to be reviewed on a cyclical basis to ensure that they are current and relevant.

2.0 Policy & Procedure Manual Amendments

Before every CUPE 2338 Collective Agreement negotiations, the Custodial & Operations Manager will lead the review of the Policies and Procedures Manual with all Managers and make any necessary changes. The Director will assign major rewrites to Managers if necessary to distribute the workload. The amended policies will be distributed to the Director and other Supervisors/Managers for input.

The Custodial & Operations Manager will then convene the Policies and Procedures Committee to review the draft policies in order to receive CUPE 2338 and 3433 comments and suggestions.

The finalized Policy & Procedure Manual will be approved by the Director of Facilities Management.

3.0 Policy & Procedure Manual Reprinting

The Policy & Procedure Manual will be distributed to coincide with the distribution of the new CUPE 2338 Collective Agreement. The Manual will also be posted on the Facilities Management website.

3.0 New Policies

New policies with input from the Policies and Procedures Committee will be added to the manual as required throughout the year. They will be distributed to all members of Facilities Management and the amended manual will also be posted on the Facilities Management website.

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1.20 University Course Enrolment Approval date: Sep 16, 1997 Revised: Jan 31, 2007 Prepared by: Director of Facilities Management

References:

a. Mount Allison Policy # 3200: Staff Tuition Fee Discounts. b. CUPE 2338 Collective Agreement: Article 32.02 - Academic Fee Discount. c. CUPE 2338 Collective Agreement: Article 34.06 - Full-time Study at Mount Allison.

1.0 General

It is the policy of the University to assist employees in furthering their education and improving their work-related skills; therefore, Facilities Management encourages employees to take advantage of credit courses offered by the university. In circumstances where there is a conflict between this policy and any collective agreement, the collective agreement will prevail.

2.0 Staff Tuition Fee Discounts

The University fee discount policy is described in reference “a” above and clarified in reference “b” above for CUPE 2338 employees.

3.0 Employees as Part Time Students

Employees will be able to take time away from work if necessary to take one university course per term during their regular working day subject to operational requirements. These requests will not be unreasonably denied.

If an employee requests to take more than one course, the time required for these subsequent courses will not normally be held during the employee’s normal working hours and no further use of work time is authorized. Management will, however, try to work with individuals to rearrange their schedule in order to allow them to take the additional courses subject to operational requirements.

The procedure to request taking a part time Mount Allison course is as follows:

a. Supervisor - Requests for time off to take a university course during regular working hours must be made in writing to your immediate supervisor using the form attached as Annex A.

b. Director – The Director of Facilities Management then must grant permission to take the course during working hours.

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c. Human Resources - Employees must apply for the tuition discount from Human Resources.

d. Student Services – Employees will fill out an application to register for a class. First time students will pay a $25.00 fee.

4.0 CUPE 2338 Employees as Full Time Students

As per the conditions stated in reference C, members of local 2338 may submit a written request for a leave of absence to attend courses at Mount Allison on a full time basis. The employee must submit a written request through their Manager who will discuss the request with the Director. The request will then go to the Human Resources office for reasonable consideration by the employer.

5.0 Facilities Management Bursary Fund

Student Inquiries

Mount Allison’s general bursary program provides assistance to full-time and part-time students who demonstrate financial need and have first tried other areas of support. Bursary applications are only accepted after the first day of classes and are available at the Financial Aid and Awards Office, Student Services Dept, Wallace McCain Student Center. An overview including criteria of eligibility, is available on-line at: http://www.mta.ca/administration/sas/admissions/officialfinancialaidguide.pdf

To qualify for the Facilities Management Bursary please indicate on your bursary application if you are the son, daughter or grandchild of a Facilities Management employee.

All applicants are subject to a personal interview once the application has been submitted to the Financial Aid and Awards Counselor. The student may be notified by telephone or e-mail for an appointment to further discuss his/her application.

Applications may take up to two weeks to process depending on the volume. They may take longer if submitted during peak periods. (September and January)

Students will be notified in writing of the outcome of their bursary application. The decision letter will be sent to the student’s campus mailbox.

http://www.mta.ca/administration/sas/admissions/officialfinancialaidguide.pdf


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Time-off for Academic Course

Name: Date:

I request time off from my regular day to attend the following class:

Class Name:

Week Day of Class:

Time of Class:

Thank you for your consideration of my request.

Employee Signature:

Approved by Manager:

Signature: Date:

Approved by Director:

Signature: Date:

* Take this signed form with you to Human Resources to apply for the tuition discount.

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1.21 Personal Use of Tools & Equipment Approval date: Sep 16, 1997 Revised: Jan 31, 2007 Prepared by: Director of Facilities Management

1.0 General

Tools, equipment, and vehicles are purchased by the University from funds provided by the government and our students. The equipment is purchased for use on University- owned buildings and grounds for the benefit of our students. The wear and tear caused by use of the equipment for the personal benefit of employees, along with the liability concerns associated with such use, make it inappropriate for University-owned property to be used for other than University purposes.

2.0 Personal Use is Prohibited

University-owned tools, equipment, vehicles or other property including services are not to be used for the personal benefit of any University personnel. Exceptions will be approved by the Director of Facilities Management.

3.0 Students and Special Groups Usage

From time to time students or certain University groups may require the use of specific tools or piece of equipment. If the manager of the particular department agrees with the request and can supply a trained employee to oversee the use of the tool or equipment, the use of University-owned tools or equipment will be permitted.

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1.22 Facilities Management Communication Approval date: Sep 16, 1997 Revised: Jan 30, 2012 Prepared by: Director of Facilities Management

1.0 General

Good communication within Facilities Management is important to ensure that we are all aware of what is going on and to work effectively as a team.

2.0 Facilities Management Meetings.

The following meetings will be held in Facilities Management:

a. Labour Management. The Labour Management meeting will be held on the first Wednesday of the month. Its function is defined in Article 12 - Labour Management Committee of the Collective Agreement. On occasion, sub-committees may be set-up to deal with a particular issue. Management attendees will be the Director, the Custodial & Operations Manager, the Grounds Superintendent, the Carpenter Manager, and the HR Consultant. CUPE 2338 will appoint five employees to this committee. There shall also be one (1) open chair for any member that the parties agree to allow to attend, in order to discuss a specific issue. The Chair of the meeting will alternate between the Union President and the Director. See Annex A for the By-laws for the committee.

b. Bargaining Unit Work Committee. The Bargaining Unit Work Committee is a standing sub-committee of Labour Management. The Committee will meet on the fourth Wednesday of each month. Its purpose is to review the Alterations & Renovations list, to discuss contracting vs. in-house implementation options, and to develop lists to identify contractor & in-house responsibilities. Management attendees will be the Director, the Technical Services Manager, and Carpentry Manager. The Custodial & Operations Manager, the Project Manager, and the Grounds Superintendent will attend meetings as required. CUPE 2338 will appoint a corresponding number of employees to this committee. The Chair of the meeting will be the Director or appointed by the Director. See Annex B for the Terms of Reference for the Committee.

c. Joint Health and Safety Committee (JHSC). The Health and Safety meeting will be held on the third Wednesday of the month. The purpose of the committee is guided by various publications issued by Work Safe NB on Joint Health & Safety Committees including the JHSC Booklet which can be found at the following link: http://www.worksafenb.ca/docs/JHS_Booklet_Eng.pdf. As well, the committee will organize the annual Facilities Management Safety Week. Management attendees will be the Technical Services Manager, the Custodial & Operations Manager, the Carpenter Manager, and the Grounds Superintendent. The Director will appoint the co-chair for management. CUPE 2338 will appoint a corresponding number of employees to this

http://www.worksafenb.ca/docs/JHS_Booklet_Eng.pdf

Mar 2016 48

committee. The FM Safety and Security Coordinator will attend as an advisor and resource person but will have no voting rights on the committee. The Chair of the meeting will alternate between the designated Management representative and a designated Union representative. All committee members must have the Work Safe NB Health & Safety committee training within one year of joining the committee.

d. Policies and Procedures. The Policies and Procedures meetings will be scheduled as required. Its purpose is to review existing policies and procedures to ensure that they are relevant and up-to-date, to establish new policies and procedures as required, and to publish the Policies and Procedures Manual. The meetings will be set-up and chaired by the Custodial & Operations Manager and any Facilities Management manager may attend. A CUPE 2338 and CUPE 3433 member will usually be asked to participate and provide input.

e. Weekly FM Manager Meeting. A weekly FM Manager meeting will be held each Thursday at 09:00 am. Its purpose is to review ongoing initiatives, inform other managers of events happening in the next week, pass relevant information along, and to coordinate multi-discipline events. All FM Managers will attend.

f. Budget Meeting. Budget meetings will generally be held at the end of every quarter to report on FM’s budget performance to date. Their purpose will be to review the status of all Facilities Management budgets and to make recommendations to solve any issues. In the 4th quarter, the frequency of the meetings may be increased as required. The chair of the meeting will be the Director.

g. Project Meeting. Project meetings will be held on a quarterly basis. Its purpose will be to review the progress of all projects on the various A&R lists in the current Fiscal Year and to develop the project lists for subsequent Fiscal Years. The frequency of meeting may be increased at certain points of the year if required. All Facilities Management Managers can attend. The chair of the meeting will be the Project Manager.

h. Departmental Meetings. Departmental meetings will be held four times a year in March, July, September and December. The March meeting will be the kick-off for the Facilities Management Safety week, the July meeting will be incorporated with the FM Picnic, the September meeting will review the past year and outline future programs, and the December meeting will be incorporated with the Christmas departmental activities. All Facilities Management employees will be expected to attend. The purpose of these meetings is to share information to the entire department, to gather information/feedback, to answer questions from FM workers and to help develop teamwork. The Chair of the meeting will be the Director and Managers will be expected to brief the department on developments, initiatives, or projects in their areas.

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3.0 Individual Staff Meetings

Every Manager will schedule regular meeting as required with their individual departments. Some meetings will be scheduled weekly and some will be scheduled monthly. These meetings will include a 5 minute safety talk.

4.0 E-Mail Messages

Managers/Supervisors will distribute hard copies of e-mails as required to those groups without computer access.

Annex A To Policy 1.22

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Labour Management Committee By-laws

Committee Purpose: The purpose of the committee is to concern itself with the following general matters:

a. considering constructive criticisms of all activities so that better relations shall exist between the employees and the University;

b. improving and extending services to the University community;

c. reviewing suggestions from employees and questions on working conditions;

d. correcting conditions causing grievances and misunderstanding that have not been resolved between the employee and supervisor; and

e. reaching mutual agreement on changes to the Collective Agreement during the life of the agreement.

Meetings: Meetings shall be held on the first Wednesday of every month at 1:10 pm. They shall normally be limited to two hours in duration. Every attempt shall be made to keep this timing, although it is recognized that some flexibility is necessary.

Agenda: Controversial agenda items should be exchanged by the co-chairs at least one week in advance of the meeting. Each co-chair will be responsible for sharing and discussing these items with their respective committee members at least 48 hours prior to the meeting. Each agenda item should include a brief description of the issue to be discussed. A round table review will be conducted as a last agenda item to allow each member to bring up new topics. Either party may defer any of these topics to the next meeting if they feel that they are not adequately prepared to discuss them.

Meeting Rules of Conduct: The chair shall recognize a motion from either party to table a topic for further study. Each person wishing to speak shall be recognized by the chair before speaking. Members of the committee will have immunity from adverse treatment by the University as a result of statements made before the Committee. Information designated as confidential by either party shall be treated as confidential and no such information will be used outside of the Committee for any purpose.

Topics: Each topic shall be discussed fully and action reached before proceeding to another topic. Topics requiring further study may be tabled. Where mutually satisfactory decisions are not reached, the topic may be canceled, reverting to its proper procedural place in the labour-management relationship (ie. grievance procedure, negotiations, etc.).

Topics Concerning Grievances: Topics that could lead to grievances may be discussed, however, no active grievance shall be discussed. No recommendation made by the Committee will affect in any way any grievance filed under the Collective Agreement.


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Minutes: Topics will be recorded as they are discussed. The FM Director will ensure that minutes are taken showing the resulting decision of each discussion item. The chairpersons shall consult to determine the final form of the minutes. Minutes of each meeting shall be prepared and signed by the joint chairpersons as promptly as possible after the close of the meeting.

Governing Document: The Collective Agreement is the governing document if there are any conflicts between it and the minutes.

Minute Distribution: All members of the committee shall receive a signed copy of the minutes within two weeks following the meeting. In addition, the Local President will receive 3 copies and each supervisor will receive sufficient copies for posting in their staff rooms.

By-law Amendments: These by-laws may be amended from time to time with the agreement of both parties. The by-laws will be reviewed annually at the March meeting of the Committee.

Annex B To Policy 1.22

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Bargaining Unit Work Committee – Terms of Reference

The Bargaining Unit Work Committee is a standing sub-committee of the Labour Management Committee.

Committee Purpose: The purpose of the committee is to review the Alterations & Renovations list, to discuss contracting vs in-house implementation options, and to develop lists to identify contractor & in-house responsibilities. FM Policies 1.23, 1.24 and 1.25 have been mutually prepared to establish a framework to guide both parties in regards to the process of contracting out of work on campus. The policies will only be effective if the both parties meet on a routine basis.

Membership: The Bargaining Unit Work Committee shall consist of the following management attendees; Director, Project Manager, Technical Trades Manager and the Carpentry Manager. The Grounds Superintendent and/or the Custodial and Operations Manager will attend meetings as required. CUPE 2338 shall appoint an equal number of employees to this Committee. The Chair of this Committee shall be appointed by the Director of Facilities Management.

Open Chair: There shall be made available an “open chair” position at all regular meetings. Persons wishing to utilize the open chair must notify the Chairperson of the Committee at least one day prior to meeting day. Both parties must be in agreement for the “open chair “ to be used.

Frequency of Meetings: The Bargaining Unit Work Committee shall meet monthly on the fourth Wednesday. Additional meetings may be convened if necessary.

Record of Meetings: The Bargaining Unit Work Committee shall ensure that a report from every meeting be given to the Labour Management Committee. The Minutes from the Bargaining Unit Work Committee meetings shall be distributed with the Labour Management Committee Minutes.

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1.23 Specialty Maintenance Work by Contract Approval date: Apr 01, 2007 Revised: Feb 28, 2012 Prepared by: Director of Facilities Management

1.0 Background

Article 44 - Contracting Out of the CUPE 2338 Collective Agreement uses the term “work that is normally and historically done by the bargaining unit” to define work that will not be done by contractors. This definition can be difficult to interpret when applied to routine maintenance or project work of a specialized nature and it was agreed that a more workable process should be developed to govern this interpretation. The following steps will therefore be followed in determining the appropriate use of contractors for such work.

2.0 Routine Maintenance Procedure

When Facilities Management receives a work order for work of a specialized nature, the following procedure applies:

a. management will review the list of agreed specialty maintenance items included as Annex A in this policy;

b. if the work has been identified as a specialty item outside of the scope of the Bargaining Unit, then they will implement the work by contract;

c. if the work has not been identified, the supervisor or project manager will assess the scope with regards to the following questions:

Do bargaining unit employees have the training or licensing required to do the work?

Does the work require specialty equipment that the Facilities Management Department either has or can reasonably obtain?

d. if the answers are yes, then the work will be implemented through the use of our tradespersons. If manpower is not available:

i. if the work is urgent, then the work will be implemented by contract;

ii. if the work is not urgent, then the supervisor will schedule the work at a time when the manpower is available; and

e. if either or both answers are no, then the work will be implemented by contract.

3.0 Training or New Equipment

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Facilities Management will endeavour to provide training to employees or purchase new equipment where it is feasible to do so in order to provide them with opportunities that may not otherwise be available.

4.0 Agreed Specialty Maintenance Items

The agreed specialty maintenance list has been included as Annex A. The purpose of this list is to provide as much clarification as possible. It is not meant to be exhaustive and will be updated as required with the input of CUPE 2338 within the framework of the Bargaining Unit Work committee.

A list of Facilities Management responsibilities within the Jennings kitchen is also included as Annex B.

Annex A to Policy # 1.23

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Agreed Specialty Maintenance Items

It is agreed that the following have already been identified as Specialty Maintenance Items that require a contractor since they have previously been assessed as being outside the scope of Bargaining Unit Employees due to the answer to one or the other of the questions above:

Electrical

- high voltage electrical work - fire panel alarm work - security system work - elevator work

Mechanical

- recharging fire extinguishers - fire suppression systems

Plumbing

- humidification nozzles in the greenhouse - specialized plumbing/sprinkler systems -

Grounds

- stone retaining walls - tree removals requiring arborist expertise - fire route snow removal for storms > 5 (cm) - garbage removal to landfill - large furniture and equipment moves - portable welding - Jennings composter - Sidewalk repairs and replacements - Paving repairs and general paving

Carpentry

- continuous eaves troughing - specialty silicone caulking (around kitchen equipment in Jennings) - carpet installation and repairs - Linoleum sheet or tile

Annex A to Policy # 1.23

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- terrazzo installation and repair - plastic handrail cover repair/replacement - Tol-flec paint - class II & III asbestos removals - portable welding - pest control spraying - Owen’s Art Gallery painting - Flat roof installations and repairs - DECRA roof installations - Sandstone installations and repairs

Custodial

- all equipment - major maintenance and specialty electrical work - non-machine washable drape cleaning

HVAC/Heating Plant

- refractory repairs - energy management and specialized controls work - boiler tuning

Fitness Equipment in Athletic Centre

- all the fitness equipment in the Athletic Centre will be serviced and repaired by Facilities Management employees

- all repairs will be sent to the Carpentry Shop but the responding workers will identify work beyond our abilities which will be sent to contract

Fitness Equipment in Fitness Centre & Campbell Hall

- all the fitness equipment in the Fitness Centre and Campbell Hall will be serviced and repaired by contract

Fitness Equipment Cleaning & Inspection

- Facilities Management staff will perform an internal cleaning to the equipment in the Fitness Centre and Campbell Hall providing two persons for two days, three times per year.

- This will include cleaning and a preventative maintenance inspection to the fitness equipment in the Athletic Centre.

- the FM agreed performance target will be to conduct the internal cleaning and inspection service based on the schedule described above and to repair defective equipment in the Athletic Centre within five working days at least 80% of the time.

Annex B to Policy # 1.23

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Jennings Kitchen Work Breakdown

Facilities Management responsibilities with kitchen are as follows:

Facilities Management

- supply Aramark with toilet paper, soap, & garbage bags - cleaning of surfaces above eight feet from floor level, upon request - replacement of ceiling tiles & light bulbs above eight feet from floor level - floor care services for scrubbing, stripping, & refinishing twice per year - removal of dry waste - snow removal up to four feet from exterior doors

Contract

- repair and maintain kitchen equipment - remove wet waste - recharge fire extinguishers as required - pest control

Conference/Catered Events (Event Planning)

Mount Allison offers facilities rentals, conference facilities and summer camps with hotel amenities for corporate training, national and regional conferences, retreats, youth groups, and meetings.

The four main services provided within event planning are Dining & Catering, Bar Services, Facility Rentals and Accommodations.

a. Dining & Catering: Aramark is responsible for food delivery and set-up and tear-down of catering tables for all catered events and nutrition breaks. They should remove food residue, equipment and tables promptly after the end of the meeting or event.

b. Bar Services: Bar Services staff is responsible for set-up and tear-down of bar tables for all catered events.

c. Facility Rentals/Room Bookings: Facility rental includes the provision of tables and chairs. Facilities Management staff is responsible for the delivery of non-food/non-bar tables and chairs. Any group booking a space has the option to set up and/or tear down the room they have booked to reduce costs. Alternatively, they have the option to hire Facilities Management to set up and/or tear down a booked space. Facilities Management can also be hired to provide cleaning services for an event. Mount Allison staff, faculty and students regularly book facilities on campus throughout the academic and summer seasons and adhere to this philosophy.

d. Accommodations: Facility Management custodial staff is responsible for the cleaning of conference accommodations.

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1.24 Labour/Contract Project Work Selection Guidelines Approval date: Apr 01, 2007 Revised: Mar 02, 2016 Prepared by: Director of Facilities Management

1.0 Background

Article 44 - Contracting Out of the CUPE 2338 Collective Agreement uses the term “work that is normally and historically done by the bargaining unit” to define work that will not be done by contractors. This definition can be difficult to interpret when applied to projects of varying size and complexity and it does not allow for consideration of whether the bargaining unit has the capacity to complete multiple projects concurrently.

While it is in the interest of the bargaining unit to maximize work and training opportunities for employees in the bargaining unit, it is in the interest of management to complete projects in a cost-effective and timely manner and without undue administrative complexity. The following procedure will therefore be followed to best achieve the interests of both parties.

2.0 Annual Alterations & Renovation (A&R) Review

Management will review the A&R list annually with the bargaining unit executive to determine well in advance which of the planned projects for that summer will be completed by bargaining unit employees. The A&R list will be presented at the earliest possible Bargaining Unit Work Committee (BUWC) meeting in the fall along with Management’s initial assessment of each project as it relates to the following parameters:

a. Volume of Work. If the estimated labour component of the project is more than 1250 manpower hours (approximately 6 weeks for 5 people at 40 hours per week);

b. Complexity/Coordination. If there are 3 or more trades involved that we do not have in the bargaining unit (i.e. that are not listed as classifications in the Collective Agreement); and

c. Scope. The majority of the estimated value of the projects is to be carried out by trades that we do not have in our bargaining unit (i.e. sprinklers in the library).

If a project meets any one of these parameters, then it will not be considered to be bargaining unit work. These parameters are intended to be considered for each individual project and not for groupings of projects.

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It should be noted, however, that Management may consider the implementation of a project by bargaining unit employees that does meet one of these parameters, on a “without prejudice” basis, if it results in completing the project in the most cost-effective and timely manner.

3.0 Project Staffing

All projects that do not meet any of these parameters will then be reviewed for resource requirements and a staffing plan will be prepared by Facilities Management managers which will include temporary postings, peak hour implementation and outside augmentation of the bargaining unit. Staffing action to achieve this plan should occur prior to the April Labour/Management or BUWC meeting.

Once availability of personnel has been determined, then all of the projects that can feasibly be completed with those resources will be identified and the remainder, if any, will then be sent to contract.

4.0 Ongoing A&R Review

The up-to-date A&R list will be reviewed at monthly BUWC meetings to determine if any additions have been made and whether any added projects meet the three parameters above. If a project does not meet any of the parameters, then the urgency of the work and the feasibility of further augmenting the bargaining unit will be discussed before the work can be completed outside of the bargaining unit.

This policy deals with projects listed on the various A&R lists. Some projects on these lists involve minor repair work (e.g. Academic Minor Repairs, Residence Minor Repairs, Faculty Projects). The work done on these types of projects will also be reviewed with the BUWC.

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1.25 Trials Using CUPE 2338 Labour for Contract Work Approval date: Apr 01, 2007 Revised: Feb 28, 2012 Prepared by: Director of Facilities Management

1.0 Background

It is in the mutual interest of both the CUPE 2338 bargaining unit and management to allow trials to be undertaken to determine the viability of performing specific functions or types of work which are currently being done by contract with bargaining unit employees. For the bargaining unit, successful trials would provide the opportunity to increase the scope of bargaining unit work while, for management, the ability to conduct trials on a “without prejudice” basis would prevent efforts to compel unsuccessful trials to be perpetuated as work that has been “ normally done” by the bargaining unit.

2.0 “Without Prejudice” Trial Procedure

Trials may be initiated by management on a “without prejudice” basis under the following conditions:

a. CUPE 2338 is to be notified either in writing or at a scheduled Labour/Management or Bargaining Unit Committee meeting of the desire to conduct a trial of a specified function;

b. The trial must be discussed at either a Labour/Management or Bargaining Unit Committee meeting and agreement must be reached on the following issues prior to the beginning of the trial:

i. the purpose of the trial;

ii. the scope of the trial (i.e. how many employees are required and in what classifications);

iii. the term of the trial (i.e. start and end dates);

iv. the status of the employees involved in the trial at the end of the term. This would include whether involvement in the trial constitutes a temporary or permanent posting or an assignment by management; and

v. the pre-trial status of the function or activity being examined with regard to Articles 44 – Contracting Out & 45 – Technological Change of the Collective Agreement (i.e. the function must be one which is considered by both parties to be non-bargaining unit work prior to the trial).

3.0 Trial Results

The results of the trials will be presented to either the Labour/Management or Bargaining Unit committee meetings at the conclusion of the term of the trial. Any decision made by management regarding continuation of the work by bargaining unit employees will be clearly documented.

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1.26 No Smoking Approval date: Apr 01, 2007 Revised: Prepared by: Director of Facilities Management

In accordance with the university policy, there shall be no smoking in any University building. Smoking will not occur within 10m (30ft) of building windows or doors.

As well, there will be no smoking in any Facilities Management vehicle. Unscheduled breaks for smoking are also not acceptable.

Butt stops are provided at locations outside of buildings throughout campus. Butts are not to be thrown on the ground.

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1.27 Non –Eligibility for Overtime Approval date: Nov 9, 2009 Revised: Prepared by: Director of Facilities Management

1.0 General

The Collective Agreement Articles 25.07 - Overtime At The End of Work and 25.08 - Overtime Distribution will be followed to call workers in for emergency situations or to schedule overtime shifts. Workers will be bypassed on this list if unavailable as a result of scheduled or unscheduled absenteeism from work.

2.0 Vacation

In order to ensure that employees are not disturbed unnecessarily during their vacation, they will not normally be eligible for overtime during their requested vacation days. Normally, an employee who has booked vacation will not be eligible for overtime from the beginning of their first day until midnight of the last day of their vacation.

If an employee taking several weeks of vacation, books their vacation from Monday to Friday in succeeding weeks, they will be eligible for overtime for the Saturday and Sunday between the weeks. If they do not want to be disturbed, then they need only book their vacation from the start date to the finish date.

a. Example 1: Vacation is booked from Monday, 10 August to Friday, 28 August. The employee will not be called for overtime between 12:00 am, 10 August to midnight, 28 August.

b. Example 2: Vacation is booked from Monday, 10 August to Friday, 14 August; from Monday, 17 August to Friday, 21 August; and from Monday, 24 August to Friday, 28 August. The employee will not be called for overtime for the following times:

i. between 12:00 am, 10 August to midnight, 14 August;

ii. between 12:00 am, 17 August to midnight, 21 August; and

iii. between 12:00 am, 24 August to midnight, 28 August.

An employee taking vacation for an afternoon will not be eligible for overtime until midnight of that day.

3.0 Sick Leave

If an employee is absent due to illness or leaves work prior to the end of a work day or shift due to illness, they will not normally be called in for overtime until they return to work for a regularly scheduled work day or shift.

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4.0 Other Absences

An employee who was absent from work for an entire day or shift for any other reason besides illness or vacation will not normally be called for overtime work during the period of time that would be applicable if the period of absence had been for vacation

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1.28 Volunteer Layoff Approval date: Nov 09, 2009 Revised: Jan 31, 2012 Prepared by: Director of Facilities Management

References: CUPE 2338 Collective Agreement Article: 21 – Lay-offs.

1.0 General

Staffing requirements within Facilities Management change throughout the year. We are often forced to lay off employees during slow periods of the year. The purpose of this policy is to outline the process of volunteer layoffs.

2.0 Notification of Upcoming Layoffs

Employees within a classification will be notified of upcoming layoffs. A sample form is attached as Annex ”A”.

3.0 Volunteer Layoff Request

Any employee in the classification wishing to volunteer for a layoff may do so in writing within one week of the notice being issued. They may simply sign the Layoff Notification form (Annex A) and return it to their supervisor.

4.0 Employee Selection for Layoff

Employees will be selected for volunteer layoff by seniority.

5.0 Call Back Procedure

Call backs must be performed normally in order of seniority. However, if employees on volunteer layoff signs and submits the “Volunteer Layoff Call Back” letter attached as Annex “B”, they will not be called for work of any type including overtime during the term of the layoff unless all junior employees have been called and additional workers are still required. Employees who are on volunteer layoff must adhere to the Facilities Management Policy #1.08 Custodial Staffing.

6.0 Vacation for Laid Off Volunteers

Vacation requests are still required by April 1st of each year. Once an employee has their vacation request approved and the employee has later been accepted for a volunteer layoff, the approved vacation will need to be cancelled by the employee. If the employee on volunteer layoff wishes to protect certain days or weeks for vacation they may submit a revised vacation request.

If work is available and they are recalled, the employee on volunteer layoff may either decide to take the protected vacation days or to come in and work in which case the protected vacation day(s)

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will be automatically cancelled. If no work is available, the employee may cancel their protected vacation provided the employee cancels the vacation before it starts.

Rescinding Volunteer Layoff

Employees may rescind a volunteer lay off anytime by making such a request in writing to your supervisor. The terms of your layoff will remain as outlined in your layoff letter. The employee will then be placed on the casual list and work will be offered according to seniority.

Warning

Please be advised that if you are offered work and refuse work or are unavailable for work, you solely assume the responsibility that this may affect your EI benefits.


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Layoff Notification

This is your notice that a layoff(s) will take place in the (department) classification from (date) to (date). This notice is effective as of (date).

If you wish to volunteer for this lay off, please sign and date the form below and return the signed form to your supervisor by (date).

I wish to volunteer to be laid off for the above period.

Signature: Date:

It is strongly recommended for all employees interested in applying for a volunteer lay off understand Article 21 – Lay-offs of the Collective Agreement and Facilities Management Policy #1.28.


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Volunteer Layoff Call Back Procedure

You have volunteered to be laid off and your request has been accepted. A separate letter indicating your lay off date and benefit information has been given to you. You will be moved to the casual list for the period of the layoff.

Call backs must be performed normally in order of seniority However, if you agree by signing the bottom of this document, we will not call you for work of any type including overtime during the term of your lay off unless all the employees on the casual list with junior seniority have been called and we still require additional workers. All volunteer layoff employees who sign and submit this form will be called back for work in reverse order of seniority.

Please be advised that if you are offered work and refuse work or are unavailable for work, you solely assume the responsibility that this may affect your EI benefits.

This letter can be rescinded at any time by making such a request in writing to your supervisor but the terms of your layoff will remain as outlined in your layoff letter.

Employee Signature Date

Director Signature Date

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1.29 FM Attendance Management Program Approval date: Jun 12, 2012 Revised: Prepared by: Director of Facilities Management

1.0 Introduction

The effective management of absenteeism in the workplace requires that all staff members, both management and non-management, understand what “attendance” and “absenteeism” are and how they effect colleagues, clients, the Facilities Management department and the University as a whole.

The purpose of this program is not to be punitive or disciplinary, but rather to constructively assist employees in minimizing absences from work by providing guidance and accommodation.

The Attendance Management Program does not intend to conflict with or diminish the provisions of the Collective Agreement or the Human Rights Code, nor does it intend that employees who are incapacitated due to illness, injury or disability be influenced or coerced to work if they are unable to do so.

2.0 Objectives

The Attendance Management Program has a number of key objectives, which are to:

• Clarify the University’s expectations regarding employee attendance at work

• Encourage the regular and consistent attendance of employees at work

• Raise awareness of the importance of good attendance, and the impacts of poor attendance on all stakeholders

• Ensure all employees understand the impact their own attendance has on the functioning of the Facilities Management department

• Provide a framework for managers to respond to excessive absenteeism that is understood by both managers and non-managers alike

• Assist individual employees to overcome difficulties which adversely affect consistent attendance and to help prevent absenteeism problems from escalating

• Promote an atmosphere of mutual respect, fairness and concern

3.0 Key Definitions

Terms which are central to the Attendance Management are defined below:

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• Absence: For the purposes of this program an “absence” is any time which an employee does not attend work for which he/she is scheduled due to illness or injury including Workers Compensation. Time missed for other reasons, such as appointments, approved leaves of absence, will continue to be tracked but any concerns regarding these other types of missed time will not be addressed under this program. Absences are tracked by hours, which are then translated into equivalent work “days” based on the number of hours an employee is scheduled to work. Absences are tracked in full 12 month periods, i.e. March 1st, 2011 to February 29th, 2012 or December 1st, 2011 to November 30th, 2012.

• Absenteeism Rate: An individuals’ or departments’ absenteeism rate can be expressed as either a number of days absent or a percentage, and refers to the amount of time that has been missed from work. To determine an absenteeism rate, the total number of hours missed during the period are totaled and then divided by the number of hours an employee is scheduled to work each day. This results in a number of days absent absenteeism rate. For example:

From March 1st, 2011 to February 28th, 2011 John missed 39.5 hours in sick time. John’s work day is 7.0 hours, therefore John has been absent for a total of 5.6 days during this period.

We can also calculate John’s absenteeism rate by dividing the number of days he has been absent (5.6) in this period to the total number of days he works in 12 months (260). John’s absenteeism rate for this period is 2%.

• Short Term Sick Leave: For the purposes of this program, Short Term Sick Leave is defined as any occasion when an employee contacts his or her supervisor or manager to indicate that he/she is unable to attend work due to illness or injury.

• Attendance Review Board: The Attendance Review Board (ARB) is the formal committee which reviews individual attendance cases and determines by consensus whether an employee enters, exits, or continues in the Attendance Management Program. It strives to achieve consistency when situations are equal, and considers the specific situation when determining an outcome. The ARB meetings will take place 4 times per year in April, July, October and January. The membership of the ARB includes Custodial Supervisors, Managers from all Facilities Management Departments, the Director of Facilities Management, and the HR Consultant.

4.0 Roles & Responsibilities

Attendance management is the function of all staff members, and its success is dependant upon the commitment of all participants. All individuals have the responsibility and the ability to have a positive impact on attendance at the University. Outlined below are some of the key responsibilities of the various groups who will impact the success of this program.

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• Employee: Employees have the responsibility to maintain a healthy lifestyle so as to be able to fulfill the responsibilities of his/her position. They also have the responsibility to make “best efforts” to attend work. However, occasionally circumstances will occur whereby an employee is required to be away from the workplace. In those cases, employees have the added responsibility of reporting their absences.

Employees also have the responsibility to provide Medical Evidence to support an absence when requested to do so. Further, they have the responsibility to use the Request for Medical Information form provided to them by their Supervisor or Manager which will accompany the request. Lastly, employees have the responsibility to advise the Human Resources department as soon as possible should his/her inability to attend work be attributed to a disability or a medical condition which may be able to be accommodated.

• Employer: The Employer has the right to expect that its employees will attend work regularly, fulfilling the services they were hired to provide inherent in the employment relationship. This expectation includes that employees will proactively make “best efforts” to attend work. The Employer has a responsibility to institute a fair, consistent, and well-communicated attendance management program which will assist employees in their efforts to maintain regular attendance at work.

• Supervisors/Managers: Supervisors and Managers have the responsibility to maintain a healthy lifestyle so as to be able to fulfill the responsibilities of his/her position. They also have the responsibility to make “best efforts” to attend work. Further, they are accountable for managing the attendance levels within their respective teams. In addition, they must act as positive role models for employees and consistently apply the principles of the attendance management program within their respective teams. Supervisors and managers are also expected to work in partnership with employees, Unions and the Human Resources department to develop strategies and plans to assist individual employees in improving their attendance records. Lastly, they are expected to use managerial discretion, good judgment, and maintain confidentiality when applying this program to individual attendance situations.

• Director of Facilities Management: The Director has the responsibility to maintain a healthy lifestyle so as to be able to fulfill the responsibilities of his/her position. The Director is accountable for managing the attendance levels within the Facilities Management department. The Director must act as a positive role model for employees and offer support to managers and supervisors to ensure the consistent application of attendance management within the various teams in the Facilities Management department.

• Union: The Unions and Union Executive have the responsibility to provide their members with factual information regarding the attendance management program, and

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to provide their members with sound, practical advice regarding individual attendance concerns or situations. In addition, the Union is expected to work in partnership with management and the Human Resources department to develop strategies and plans to assist individual employees in improving their attendance.

• Human Resources: The Human Resources (HR) department plays an advisory role in attendance management. The services of the HR department, which are available to supervisors and employees, include features such as the development of return-to-work and accommodation plans. This includes playing the role of confidential liaison between supervisors and employees with regard to medical information. As well, the HR department is available to provide supervisors, managers and the union with support and guidance in the various stages of the attendance management process. Supervisors can also request advice and assistance from the HR department on other attendance-related issues such as interpretation of the sick leave policy, absences due to workplace injuries or Long Term Disability claims arising from lengthy continuous absences. Finally, the Human Resources department is expected to work in partnership with the Unions and supervisors and managers to develop strategies and plans to assist individual employees in improving their attendance.

5.0 Types of Absences

There are two types of employee absences that will require some type of Employer intervention: Non-culpable and Culpable.

It is essential that absences be differentiated by type, by recording them separately and by addressing them differently. For instance, disciplinary measures will only be used to address absences that are determined to be culpable, whereas counseling measures are used to address non-culpable absences and are designed to be constructive and assist employees to reduce their level of absenteeism.

To better understand the differences between the two types of absenteeism, please review the following definitions:

• Non-Culpable or Innocent Absenteeism: Non-culpable or innocent absenteeism involves situations where an employee is away from work too frequently and yet has genuine and documented reasons for the absences, and are presumed to be innocent. Although the employee may be capable of doing the job when at work, the excessive absences create problems for the department. As a result, the employee is not fulfilling the requirements of the employment contract. Innocent absenteeism is not addressed with disciplinary measures but rather through education and assistance.

An example of innocent absences is excessive sick leave, with or without pay (regardless of whether there is medical certification).

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On-going non-culpable absences are addressed through the Counseling process in the Attendance Management Program.

• Culpable Absenteeism: Culpable absenteeism involves absences which are unauthorized and which are within the employee’s control and may warrant a disciplinary response. Similar to non-culpable absences, employees with culpable absences are not fulfilling the requirements of their employment contract.

The following are situations of culpable absence:

o Excessive lateness

o False explanation for an absence or no reason provided for the absence

o Lack of, or improper, notification of an absence

o Unsubstantiated absence, where evidence of the reason is requested

o The reason for the absence is not legitimate

Repetitive culpable absences are addressed through progressive disciplinary measures, up to an including termination of employment.

6.0 Supervisor/Manager Accountabilities

Supervisors and Managers have key accountabilities when it comes to attendance management. The backbone of the attendance management program is the accurate tracking, reporting and analysis of attendance information. In addition, supervisors and managers also have crucial responsibility for communication with individual employees regarding their attendance and also with the Director of Facilities Management on the state of attendance within their respective teams. Finally, they are also accountable to take appropriate action to address issues and successes when warranted, in consultation with the others as necessary.

7.0 Tracking, Reporting, & Analysis

Supervisors and Managers hold primary responsibility for the tracking and analysis of attendance data for their respective teams. This function is critical to the success of the program, and must be done with accuracy and attention to detail.

All CUPE 2338 employee absences are tracked through Megamation, including both culpable and non-culpable absences respectively. This is done so that a complete picture of an employee’s attendance record can be created for analysis and comparison. Whether or not supervisors or managers choose to track their employee’s time personally themselves, or whether they use another resource to do it, i.e. an administrative assistant, they are ultimately accountable for its accurate collection.

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With regard to reporting, supervisors and managers will be provided with quarterly attendance reports for their respective team, and will then use attendance calendars for members of their team whose rate of absenteeism exceeds the FM departmental average.

Finally, with regard to analysis, supervisors and managers are expected to use the quarterly reports and attendance calendars to identify attendance concerns and successes in a timely manner. Those concerns will be addressed quarterly by the Attendance Review Board collectively to determine whether or not an employee will enter the Attendance Management Program. Should an attendance concern become evident, supervisors and managers are expected to address it according to the guidelines, in consultation with the others as necessary.

8.0 Communication

With regard to communication, supervisors and managers play a pivotal role in the attendance management program. They are the chief avenue by which information is exchanged, and therefore are central to the success of the program.

Here are some examples of the key accountabilities of supervisors and managers in the area of communication:

• Raising awareness about the importance of consistent attendance

• Communicating the department’s attendance expectations to employees with respect

• Promoting a positive work environment

• Having constructive discussions with employees regarding their non-culpable attendance

• Recognizing and acknowledging positive employee attendance records or improvements when warranted

• Reporting as required to the Director of Facilities Management on the state of attendance within their respective departments, including challenges and successes

• Maintaining communications with absentee employees

• Discussing attendance expectations with new employees as part of new hire orientation, including, but not limited to, the procedure for reporting absences

9.0 Action

Supervisors and managers are responsible for evaluating the attendance of their respective employees quarterly, and attending the Attendance Review Boards prepared to discuss and make recommendations about the stage of attendance the attendance management program each employee should be at.

Through regular tracking, reporting and analysis of attendance, supervisors and managers are in the best position to determine if an individual employee’s attendance is of concern.

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Via the Attendance Review Board process, supervisors and managers are responsible for addressing attendance issues with their own employees directly, including through meetings and through written correspondence.

Conversely, via the Attendance Review Board process, supervisor and managers are also responsible for acknowledging significant improvement in the attendance records of their employees.

10.0 Confidentiality

Supervisors and managers are responsible for maintaining confidentiality with regard to the information about individual employee cases discussed at the attendance review board, and with regard to the Counseling meetings held with employees.

11.0 The Counseling Process (Non-Culpable Absences)

The Counseling Process is used by supervisors and managers in addressing situations where an attendance problem has been identified, where the absences have been identified as non-culpable.

The Counseling Process is non-disciplinary and constructive, and consists of 6 stages defined in the Attendance Management manual wherein supervisors/managers will meet with their employees for whom an attendance concern has been identified. The length of the process will depend on whether or not the employee’s attendance remains a concern, improves, or whether it deteriorates further. The attendees at each meeting will vary depending on the Counseling Stage. The Counseling Process will essentially continue until a solution is facilitated to successfully address the attendance problem.

The key objectives of the Counseling Process are to:

• Ensure that employees are aware that their absenteeism record is above average, even if their absences are accompanied by medical certification.

• Ensure that employees are aware of the resources available to assist them with their individual problem.

• Ensure that employees are aware that there may be some alternatives or accommodation that the University can provide which may be of assistance to employees as they cope with an illness or injury.

• To continue to leverage the Counseling process until a resolution to attendance concerns are realized.

12.0 Employee Assistance Program (EAP)

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Personal problems can affect the physical and emotional well-being of an employee, and this can in turn affect attendance, often causing increased absenteeism. Staff members should be aware that the University provides no-cost, confidential assistance to them through a third party, Shepell·fgi. Therefore they should proactively seek assistance if they feel that their attendance is being hampered by personal problems, issues, or obligations.

In turn, supervisors should be vigilant as to indications that employees are experiencing personal problems, particularly when these appear to be affecting their attendance or performance. In such situations, the supervisor should ensure that the employee is aware of the various services available to assist employees. However, supervisors should note that the EAP service is voluntary and therefore a supervisor cannot force an employee to seek help from the EAP.

13.0 The Corrective Process (Culpable Absences)

The Corrective Process is used by supervisors and managers in addressing situations where an attendance problem has been identified, where the absences have been identified as culpable. Culpable absences are not addressed under the Attendance Management Program. The Corrective Process is a disciplinary process which consists of a number of steps wherein supervisors/managers will meet with their employees for whom an attendance concern has been identified and a measure of discipline will be imposed.

The disciplinary measures taken by the University will depend on the nature of the situation, and whether or not it has occurred previously, and when it last occurred. In all cases employees will be made aware of the possible consequences of repeat situations, as disciplinary measures are taken.

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1.30 CUPE 2338 Position Staffing Process Approval date: Aug 06, 2014 Revised: Prepared by: Director of Facilities Management

1.0 General

The staffing process for CUPE 2338 positions is outlined in the Collective Agreement in Article 20 - Staffing. This policy will provide further detail on the selection and assessment process for candidates for various types of positions. If this policy conflicts with the Collective Agreement, the Collective Agreement will be the governing document.

2.0 Posting Selection & Assessment Process

For every job posting whether it be a permanent position or a one day requirement, there will be a selection & assessment process to determine the successful candidate for the position. The job posting outlines the nature of the job and details the required qualifications, education, & skills required for the position. These requirements will be based on what is needed to successfully complete the list of duties listed in the nature of the job. They will also form the basis on which the candidate will be assessed. It is important to note that the assessment will be different for each job.

Seniority will be an important selection tool for the selection of candidates. The qualification requirements simply provide a standard to which the candidates must be at or above to be further considered for the position. For all positions, an assessment process will need to be undertaken to ensure that candidates have the required qualifications and abilities for the job. The assessment process may take the form of an interview, written test, past performance, practical evaluation, or other evaluation method. The position will be given to the most senior CUPE 2338 member who applies for the position and who meets or exceeds the qualifications for the job.

When only casual CUPE 2338 members apply for a permanent position a competition will be held. This usually only happens within Custodial but it may occur in other classifications as well. In this situation, the casuals will be subjected to a competition and assessed against the requirements of the position. The assessment process may take the form of an interview, written test, past performance, practical evaluation, or other evaluation method. The position will be given to the highest scoring CUPE 2338 member who meets or exceeds the qualifications for the job.

A CUPE 2338 executive member will be offered the opportunity to observe the assessment process whenever there is an internal competition or an assessment process needs to be held to determine if candidates meet the qualifications of the posting. Where there are no qualified

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CUPE 2338 members for a position, an external competition will be held. A CUPE 2338 representative may be asked to be part of the external assessment committee depending on the position.

3.0 Informing Successful & Unsuccessful Posting Candidates

For selection processes that are done by seniority for a posting, the list of employees who applied for the position will be sent by Human Resources to FM Management and to the Union. The candidate with the most seniority who meets the requirements for the posting will be contacted and will be asked to sign a Position Acceptance form, included as Annex A for Permanent Positions or Annex B for Temporary Positions, indicating whether they accept or decline the position. If the most senior qualified individual declines the position, the next senior qualified employee will be contacted and so on until the position is filled. An email will be sent out to members of CUPE 2338 congratulating the successful employee accepting the position and the successful employee will be identified in the next Labour Management minutes to close out the relevant line item on the posting.

For selection processes that are done by competition, each candidate will be scored and ranked in order of their score. The candidate with the highest score will be contacted and offered the opportunity to sign the Position Acceptance form. As above, if the top candidate declines the position, the candidate with the next highest score will be contacted and so on until the position is filled. An email will be sent out to members of CUPE 2338 congratulating the successful employee accepting the position and the successful employee will be identified in the next Labour Management minutes to close out the relevant line item on the posting. The remaining employees, as per Article 20.04 – Candidate Selection, may inquire in writing as to why he or she was not awarded the position and shall be given the reasons in writing.

For positions not requiring a posting, the seniority list will be followed in accordance with the Collective Agreement. We will offer work in order of seniority to qualified employees until an employee accepts the work. No notification for the remaining employees on the seniority list will be done.

In each case, if there are no qualified candidates from the bargaining unit to fill the position, then a competition will be conducted with external candidates.

4.0 Qualification Lists

For employees to be considered for a position, they must meet all of the qualifications identified on the job description. Management must have a pool of employees from which to draw from to fill various positions in order to meet its obligations to the University. It is in the best interest of Management to develop lists of qualified individuals that meet the qualifications of the position, in order to quickly fill urgent requirements, to allow individuals a chance to acquire the qualifications to be considered for higher paying work, and allow seniority to be used in the selection process as much as possible. These lists will be called Qualification Lists.

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Some of the qualifications will require employees to take training on their own initiative and some qualifications will require management to put on training sessions. Other qualifications will require a certificate or ticket from outside of the University.

For individual type qualification training, Management will identify the training packages available for employees and will provide assistance to make sure that they can participate in the training. On completion of this training, employees will be assessed and, if successful, they will get the qualification. Examples of training of this nature are literacy, basic math, and basic computer skills. These qualifications are required for multiple positions as they form the basic skills necessary for most positions.

For qualification training sessions put on by Management, we will normally be limited in the number of employees that can be trained at one time. The opportunities for this training will be offered by seniority. This training is usually job specific.

For outside qualifications, as per the Collective Agreement, we will offer certificate type courses by seniority and once a certificate has been acquired, then this individual will no longer be considered for this training. Training for degrees and trade tickets are an individual’s responsibility but Management may offer an apprentice position for an individual to acquire a trade or degree. A competition will be held if an apprentice position is offered and the position will be given to the employee with the best score combined with acceptance into the desired program. The position will terminate if the employee does not complete the apprentice program for any reason.

Any employee may take University course at Mount Allison and can get further information from the policy on University courses.

The positions which require a Qualification List are listed in Annex C. We will review the list of qualifications required for these positions in order to remind employees of any individual type training required, arrange for any Management training, and to arrange for any assessments required. Annex B will summarize the necessary qualifications that an individual must have in order to be put on the Qualification List for each position.

We will inform employees of upcoming training programs and allow individuals to submit a request for the training. We will offer the training by seniority to those employees submitting a request for training up to the number that is needed to be trained. The remaining employees will be notified that they will have to resubmit their names when the training is next offered.

Prerequisites for this training are listed and may consist of other qualifications that are simply tested or associated training that must be done first to develop the skills necessary to be successful at a higher level training. Without the necessary prerequisites, the employee will not be offered the training.

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Employees attaining all of the qualifications for the position will be put on a Qualified List and will be eligible to put their name in for any postings that come up in this type of position. Employee selections for these positions will be based on seniority within the employees on the Qualification list.

5.0 Call Interest Lists

For postings of an urgent nature like snow removal, employees on a Qualification list will be asked to see if they are interested in quick, short term work. If they are not interested, then the employee will not be called if work is available under these conditions. A Call Interest List will then be established for these situations and the employees opting out will be indicated as such and will not be called.


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Facilities Management Position Acceptance Form

Position Acceptance: Date..............

I (employee)…………………accept/do not accept (please circle)

The … … posting posted on…… ………(Date) and will take effect on… ……………….(Date).

** Casual employee accepting a permanent position? Yes / No (please circle)

Signature of employee...........................................

Signature of supervisor......................................

Signature of Director..........................................................

Election to Return: must be within 30 working days

I (employee) ……………………………………………… wish to return to my former position

effective (date)………………………………

Signature of employee......................................................

Trial Period:

As of (date)………………….you have successfully completed your trial period as per art.20.05 of the collective agreement. You no longer have the election to return to your former posting.

………………………………………….. …………………………………. ……………………………………

Employee Supervisor Date

c.c

Human Resources Union President (Employee)


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Facilities Management Position Acceptance Form

For Temporary Positions

Position Acceptance: Date..............

I (employee)…………………accept/do not accept (please circle)

The temporary … … posting posted on…… ………(Date) and will

take effect on… ……………….(Date). The position will end on ….(Date)

Signature of employee...........................................Signature of supervisor......................................

Signature of Director..........................................................

c.c

Human Resources

Union President

(Employee)

Annex C To Policy 1.30

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Qualification Lists Qualification lists are established for the following positions:

a. Nil. Call Interest Lists Call Interest lists are established for the following positions:

b. Nil.

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1.31 CUPE 2338 Casual Seniority Calculation Approval date: May 5, 2016 Revised: Prepared by: Director of Facilities Management

1.0 General

This policy will provide further detail on the specific pay codes used for the calculation of seniority, on an hourly basis, for casual employees.

2.0 Casual Seniority Definition

CUPE 2338 seniority is defined in Article 18.01 Seniority Definition for both employees who hold a permanent position and for those who hold a casual position. Seniority for those holding a casual position is defined as the length of service in the bargaining unit calculated on an hourly basis from the date of ratification of the Collective Agreement (August 21, 2015).

3.0 Calculation of Seniority

The following pay types will be used to determine casual seniority/loss of seniority:

Pay Code Description BRL Bereavement leave HOL Holiday ILL Paid sick days MMTA MtA meetings NEGOT Negotiation meetings OT15 Overtime x 1.5 OT2 Overtime x 2.0 OT25 Overtime x 2.5 OTB1 Overtime banked x 1.0 OTB15 Overtime banked x 1.5 OTB2 Overtime banked x 2.0 OTB25 Overtime banked x 2.5 REG Regular VAC Vacation WOC Worker’s Compensation

4.0 General

These pay codes are also used to define the term “worked” when determining loss of seniority as per Article 18.04(i) Loss of Seniority. The start date for the first twelve (12) consecutive month period will be September 1, 2015.


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2 Safety


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Facilities Management Safety Policy

2.1 Facilities Management Safety Rights & Responsibilities Approval date: May 19, 2008 Revised: Prepared by: Safety Coordinator

1.0 Aim

The aim of this policy is to ensure all employees understand their responsibilities and obligations in relation to the Facilities Management Safety Manual, and the New Brunswick Occupational Health and Safety Act.

2.0 Employee Rights

All employees have the following 3 fundamental rights:

a. Right to Know. All employees have the right to receive the training needed to do their job safely. Therefore all employees should be made aware of:

i. Workplace Hazards

ii. Safe Work Procedures

iii. Emergency Procedures

b. Right to Participate. All employees have the right to participate in solving health and safety problems, and in the identification and control of workplace hazards. It is recommended that all employees know their Joint Health and Safety Committee (JHSC) members in case they have questions or concerns related to workplace health and safety.

c. Right to Refuse Dangerous Work. All employees have the right to refuse work they believe is dangerous to their health or safety, or that of others. If an employee is unsure about the safety of their work, or believe the assigned work is dangerous, they should follow the following steps:

i. STEP 1: Immediately report the safety concern to the supervisor. If the problem is resolved, then return to work. If not then…..

ii. STEP 2: Report the matter to the JHSC, or to the safety representative. If still unresolved, then…

iii. STEP 3: Call WorkSafeNB and explain the situation. Return to work only when the situation is no longer dangerous.

3.0 Joint Health and Safety Committee (JHSC)

The JHSC is responsible for recommending how health and safety problems might be solved, not for carrying out the necessary changes.


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a. Role of the JHSC. The JHSC is an important communication link between the employer and the employees. The JHSC has been formed to address health and safety concerns.

b. Responsibilities of the JHSC. The JHSC will:

i. hold regular meetings (at least once every month)

ii. conduct workplace inspections

iii. investigate health and safety related complaints

iv. investigate accidents in the workplace

c. Composition of the JHSC. The JHSC will have an equal number of managers and workers. The committee must also represent the health and safety concerns of the entire workplace. It is recommended that the members be as follows: Management Representatives:

Co-Chair - FM Manager as appointed

Members - 4 representatives as appointed

Worker Representatives:

Co-Chair - As selected by CUPE 2338

Members - 4 representatives as selected by CUPE 2338

Resource Representative:

An individual designated by the Director to act as a resource person in the area of safety. This individual will sit on the committee to research issues and provide advice but will have no voting rights.

4.0 Responsibilities

Mount Allison University is the employer for all Facilities Management staff. Our responsibilities are as follows:

a. Employer’s Responsibilities:

• Comply with the Occupational Health and Safety Act New Brunswick (OHSANB).

• Ensure employees comply with the OHSANB.

• Advise workers of all workplace hazards.

• Provide appropriate training to employees.

• Prescribe and provide appropriate safety equipment, materials, and protective devices.

• Ensure that the safety equipment is maintained in good condition.


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• Ensure that prescribed safety measures are implemented and respected.

• Appoint a competent supervisor to assist the workplace health and safety committee in carrying out their duties as required.

• Post the OHSANB in a prominent place in the workplace.

b. Supervisor’s Responsibilities:

• Advise workers of the existence of any workplace hazards.

• Provide the worker written instructions explaining protective measures associated with workplace hazards.

• "Take every precaution reasonable in the circumstances for the protection of a worker."

c. Employee’s Responsibilities:

• Work in compliance with all prescribed workplace health and safety policies.

• Use protective equipment and devices as prescribed.

• Report to the supervisor any safety-related equipment defects.

• Report to the supervisor any workplace hazard.

• Report to the supervisor all accidents even if injuries are minor.

5.0 Enforcement

All persons directly employed by Facilities Management are subject to, and responsible to know and understand all the policies in the Facilities Management Safety Manual. Employees who fail to comply with any policy or provision thereof will be subject to the disciplinary procedure as defined in the Facilities Management Policy and Procedure Manual.

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2.2 Facilities Management Workplace Inspections Approval date: May 19, 2008 Revised: Apr 23, 2012 Prepared by: Safety Coordinator

1.0 Introduction

Workplace safety inspections are key activities in the prevention of accidents. Their purpose is to identify existing and potential hazards, to increase awareness leading to the prevention of workplace accidents and illnesses, and to ensure compliance with all acts and regulations. The New Brunswick Occupational Health & Safety Act states that the place of employment will be inspected at least once a month to identify any risks to the health and safety of employees.

2.0 Aim

The aim of this policy is to provide direction on the workplace safety inspection of Facilities Management place of employment.

3.0 Inspection Schedule

Monthly inspections will be conducted and its report submitted by the end of each month at the following FM locations:

a. Carpentry and Paint Shop and storage area -Carpentry Manager;

b. Electrical Shop and storage area - Technical Services Manager;

c. Plumbing Shop - Technical Services Manager;

d. HVAC Shop and storage area - Technical Services Manager;

e. Heating Plant - Technical Services Manager;

f. FM Office Area - Requirements Manager;

g. Grounds Shop and storage areas - Grounds Superintendent; and

h. Custodial closets and storage areas – Custodial & Operations Manager.

Managers will be responsible for inspections and subsequent corrective measures in their areas. They can either perform the inspection or task one of their employees to conduct the inspection.

Low use storage areas and mechanical rooms as outlined below, will be inspected annually by the manager and the inspection report submitted by the end of April as per paragraph 4.0 & 5.0:

a. Building Mechanical Rooms - Technical Services Manager,

b. Storage facilities:

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i. Monastery - Carpentry Manager;

ii. Athletic Centre Trailers - Grounds Superintendent.

They will also be inspected upon entry by FM staff throughout the year if the previous staff inspection was more that 30 calendar days. The sign-in and inspection sheets will be placed at the main entrance of the above areas. All FM workers entering these areas will check the sign-in sheet and perform the inspection if required.

In addition to this schedule, the Director will inspect each shop area during safety week and the Safety Advisor will perform impromptu inspections throughout the year. The Safety Advisor will also request WorkSafeNB to perform an inspection on an annual basis.

4.0 Inspection Checklists

Persons doing the inspections will use the Inspection Checklist as follows:

a. all shop areas and the Heating plant - use the Annex A checklist;

b. FM Office Area - use the form available at the front desk;

c. for the Custodial closets - use the Annex B checklist; and

d. for the Mechanical Rooms and low use storage areas - use Annex C checklist.

5.0 Inspection Procedure

The inspection procedure is as follows:

a. Pre-Inspection - the inspector should review the previous Inspection Checklist done on the area to be inspected to determine items that require special attention and obtain a blank copy of the relevant Inspection Checklist form as defined in para 4.0 for the area being inspected.

b. Inspection - using the Inspection Checklist as a guide, complete a thorough inspection of the area selected. As each item is inspected, indicate on the Inspection Checklist:

• yes, if the item is safe; • no, if the item requires correction; or • N/A, if the item is not applicable to the inspected area.

For items that are checked “no”, record the location, concern and corrective action required in the comment sections. Use the back of the page if more space is required.

Do not only look for items on the checklist, also consider unsafe conditions and tasks, as well as violations of the NB OSHA and internal requirements. Ensure that previous deficiencies have been either corrected or controlled. Where the items have NOT been corrected or controlled,mark and highlight these items on the current Inspection Checklist.

c. Post-Inspection - After the inspection, review the completed checklist to ensure that the information recorded is complete.

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If you have been tasked to do this inspection, but are not the supervisor for the area, then review completed checklist with the area supervisor.

If possible, for minor deficiencies, correct any unsafe condition and date and initial any item that has been corrected on the Inspection Checklist. Make sure temporary safety measures, if necessary, are taken whenever permanent or complete correction will require additional time. Have Work Orders created for minor safety corrections.

Completed checklists/reports shall be given to the Director. The Director will scan the report, save an electronic copy to the FM Shared directory, and send an electronic copy to HR.

6.0 Inspection and Deficiency Follow-up

Managers are required to review the results of each inspection with their crews and conduct a general discussion on solving reported deficiencies.

Managers are also responsible to follow-up reported deficiencies in their areas until the hazard has been solved or until they have identified the need for additional resources to the Director. Some issues will be forwarded to the JHSC committee for review either for their input from the Director or from issues raised by Facilities Management employees.

The JHSC will review and makes recommendations to the Director on all issues brought forward to them. They will track each recommendation and communicate to the Facilities Management organization on the status of each outstanding item.

7.0 Training

All managers will ensure that all personnel conducting inspections are familiar with the process and know how to fill out the Inspection Form. The Safety Coordinator will ensure that the inspection process is reviewed annually preferably during Safety Week.

8.0 Inspection Archiving

An electronic copy of the inspections will be stored by HR as the University’s official copy. An electronic copy will also be stored on the FM Shared Drive for our use.


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Facilities Management Workplace Inspection Checklist/Report Building/Area/Room: Date: Inspected By: Supervisor:

AREA Yes No N/A Observation & Action Taken Follow-up Floors in work area 1. Free of debris? 2. Not slippery, oily, wet? 3. Free of tripping hazard?

Exits, Stairways & Corridors 1. Clear & unblocked? 2. Well lighted? 3. Free of tripping hazard?

Chemicals 1. Containers properly labeled? 2. Containers sealed? 3. Properly stored/contained? 4. MSDS Readily Available? 5. Employees trained? 6. Flammable waste disposal?

Environment 1. Suitable temperature (if not, explain- too hot, cold)? 2. Noise level acceptable (if not, explain- too loud or excessive noise)? 3. Air quality Acceptable (if not, explain- strong fumes/odors/dust)? 4. Work areas well lighted?

General Housekeeping 1. Waste adequately removed? 2. Tools/equipment stored properly? 3. Work benches clean/free of debris? 4. Area generally tidy?

Equipment & Machinery 1. Safety guards secure & in place? 2. Wiring and switches in good condition? 3. Lock out devices used? 4. Ladders in appropriate/good repair? 5. Gas cylinders chained?

Personal Protective Equipment 1. Eye protection worn/available? 2. Hearing protection worn/available? 3. Protective clothing? 4. Respirators worn/good condition? 5. Footwear appropriate?

Storage 1. Heavy items on bottom/light on top? 2. Shelves/racks in good shape? 3. Materials safely piled/stored? 4. Lifting and stacking equipment in good repair?


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AREA Yes No N/A Observation & Action Taken Follow-up Emergency Procedures 1. Evacuation maps in place/visible 2. Fire Safety plan posted? 3. Emergency evacuation drills practiced?

Safety Equipment 1. Fire equipment appropriate/up to date? 2. Eyewash available/good condition? 3. Access to equipment unblocked? 4. Employees know how to access first Aid?

Employees 1. WHMIS Trained? 2. Are familiar with equipment? 2. Know location of safety & emergency equipment? 3. Inspect machinery/tools before use? 4. Are knowledgeable about safety policies and procedures?

Specific Shop Concerns 1. _____________________________ _____________________________ 2. _____________________________ _____________________________ 3. _____________________________ _____________________________

Other notes, concerns and recommendations:

Supervisor’s recommendations:

Supervisor’s Signature:


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Facilities Management Workplace Inspection Checklist/Report

CUSTODIAL CLOSET SAFETY CHECKLIST

Building: _______________ Date: __________________

Custodian: _____________________________

Supervisors Signature: ___________________________________________


Chemicals 1. Spray bottles properly labeled? 2. Containers sealed? 3. MSDS Readily Available? 4. Employee MSDS trained?

General Housekeeping 1. Waste adequately removed? 2. Tools/equipment stored properly? 3. Area generally tidy? 4. Are bucket wringers working freely?

Personal Protective Equipment 1. Eye protection available? 2. Protective clothing? (rubber gloves) 3. Respirators good condition? 4. Footwear appropriate?

Storage 1. Heavy items on bottom/light on top? 2. Shelves/racks in good shape? 3. Materials safely piled/stored? 4. Are light tubes properly stored?

Specific Concerns 1. _____________________________ _____________________________ 2. _____________________________ _____________________________


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Facilities Management Workplace Inspection Checklist/Report

Low Use Inspection Sign-in Sheet & Report

Building: _______________ Date: __________________

Staff: _____________________________

Supervisors Signature: ___________________________________________


General Housekeeping 1. Waste adequately removed? 2. Tools/equipment stored properly? 3. Area generally tidy? 4. Area free of infestations (animal & Insect)?

Storage 1. Heavy items on bottom/light on top? 2. Shelves/racks in good shape? 3. Materials safely piled/stored? 4. Are light tubes properly stored?

Miscellaneous 1. Fire equipment appropriate/up to date? 2. All lighting working? (standard, exit, emergency,)? 3. Work areas well lighted? 4. Free of bump hazards (head clearance, sharp edges/points)?

Specific Concerns 1. _____________________________ _____________________________ 2. _____________________________ _____________________________

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2.3 Accident Reporting & Investigations Approval date: May 19, 2008 Revised: Apr 23, 2012 Prepared by: Safety Coordinator

1.0 Introduction

Accidents, incidents, and hazardous situation reports and investigations are an important part of the Health & Safety program. They include a process of fact finding to identify the root cause of accidents, incidents, or hazardous situations as a means of preventing further occurrences

2.0 Aim

This policy provides a procedure for the reporting and investigation of accidents, safety incidents, and hazardous situations at Facilities Management.

3.0 Definitions

The definitions for terms used in this policy are as follows:

a. Accidents - An accident is an occurrence that causes an injury requiring medical attention and results in time lost from work, or an exposure to a biological, chemical or physical agent at a workplace. Costly in both human and economic terms, most accidents are caused by either unsafe practices or the use of unsafe equipment.

b. Incident (or near miss) - An incident usually refers to an unexpected event that did not cause injury or damage this time but had the potential. "Near miss" or "dangerous occurrence” is also terms for an event that could have caused harm but did not.

c. Hazardous Situation - An event or situation that exposes a person to a hazard. An unsafe work practice having the potential for an undesired release of energy (kinetic, potential, electrical, pneumatic, or hydraulic) that may result in an injury.

4.0 Incident & Hazardous Situation Reporting

If an incident/hazardous situation occurs that does not result in any lost time, but which reveals an unsafe practice or situation, the employee involved in the incident must complete an Incident Report form (Annex A) immediately, with the assistance of their supervisor if necessary. Incident Report forms are available in all the shops, staff break rooms, or from the department

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supervisors. The completed Incident reports are then forwarded by the employee to their immediate supervisor (or designated replacement when the supervisor is unavailable).

An incident could cause an injury that does not require medical treatment. In these situations, it is University policy that a WorksafeNB Form 67 be completed as well to protect the employee if the injury becomes more serious at a later date. WorksafeNB Form 67s are available from the supervisor or the Front Desk. Employees can receive assistance from their supervisor to complete this form if required.

5.0 Incident & Hazardous Situation Investigations

Upon receipt of an Incident Report form, the supervisor shall:

a. Immediately investigate the incident/hazardous situation and complete the Incident Report form. If desired, they can contact a member of the JHSC to assist in the investigation.

b. Take any immediately correctable action within their level of responsibility.

c. If required, request the creation of minor Work Orders on the Incident Report form.

d. Recommend further corrective action that is above their level of responsibility for both the immediate and the long term corrective strategies.

e. Forward the completed Incident Form to the Director of Facilities Management for review.

Upon receipt of an Incident Report from the Supervisor, The Director of Facilities Management will:

a. Determine if the incident/hazardous situation requires further investigation or action, and if so, assign investigators from the list of investigators supplied by the JHSC. This list is also maintained at the Front Desk.

b. Review the recommendations and major Work Order requests on the form and decide on the approach to resolve the issue or seek more information through the JHSC.

c. Scan the Incident Report form and place an electronic copy on FM Shared Drive.

In their monthly Safety Meeting, the Joint Health and Safety Committee will:

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a. Review the Incident Reports forms and make any additional recommendations they feel are required to the Director.

b. Review any reports forwarded for the committee’s review from the Director in order to make recommendations to resolve the issue.

6.0 Actions After An Accident

After an accident, immediate action must be taken by involved employees to prevent any further accident, injury, or property loss and any victims given first aid and the appropriate emergency services called. The supervisor will then be notified and he/she will take immediate action to secure the site, ensure any injured employees are properly taken care of, inform the Director of Facilities Management and initiate the reporting process. The site will remain secured until after the investigation is completed by either the Facilities Management investigation team or a WorksafeNB investigator.

7.0 Accident Reporting

If an accident occurs, the employee involved (or supervisor if the employee is incapacitated) must complete an Incident Report form (Annex A) as soon as possible and a WorksafeNB Form 67, with the assistance of their supervisor if necessary.

Incident Report forms are available in all the shops, staff break rooms, or from the department supervisors. The completed Incident reports are then forwarded by the employee to their immediate supervisor (or designated replacement when the supervisor is unavailable). WorksafeNB Form 67s are available from the supervisor or the Front Desk.

Depending on the severity of the accident, the supervisor must ensure that the accident is reported to WorksafeNB as follows:

a. Level I: Immediately - if the accident causes or may cause a fatality, loss of limb, or occupational disease; by telephone 1-800-222-9775 followed up by the WorksafeNB Form 67.

b. Level II: Within 24 hours of occurrence - in the case of an accidental explosion or an accidental exposure to a biological, chemical or physical agent at a workplace; by telephone 1-800-222-9775 followed up by the WorksafeNB Form 67.

c. Level III: Within 3 days of notification - if the scenario does not fit either of the above two descriptions. The completed WorksafeNB Form 67 fulfills this requirement.

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8.0 Accident Investigations

Upon reception of the Incident Form (Annex A), the Director may contact and assign two members of the JHSC to investigate the accident in a timely manner. A list of qualified JHSC investigators shall be provided by the JHSC to the Director of Facilities Management and the Front Desk. If WorksafeNB investigates the accident, the investigation team will work with WorksafeNB to provide them any information that they feel necessary. The assigned investigators will submit the Accident Investigation Report (Annex B) complete with any Witness Statements (Annex C). Written recommendations are submitted as part of the accident/incident investigation report. The Director will review the recommendations and decide what recommendations will be implemented immediately, what recommendations require a longer term plan and/or what additional corrective action may be required.

To aid the investigators in their investigation, an Accident Investigation Kit has been assembled and is kept in the Safety Cabinet in the Facilities Management Shops break room. The list of the contents of this kit is listed in (Annex D).

The Accident Investigation Report is required to be submitted to the Director of Facilities Management within two days of being assigned the investigation. A copy of the report will also be submitted to the JHSC.

Corrective action within the level of responsibility of the investigators can be initiated immediately. If the investigators feel that further action is required before the submission of the report, then they will immediately brief the Director of Facilities Management with their recommendations.

The JHSC will review all incident and accident reports each month at the Health and Safety Committee meetings.


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Facilities Management Incident Report

PERSON REPORTING COMPLETES THE TOP HALF OF THE FORM – ONLY

Last Name First Name(s) Phone Number or Extension

Department Occupation Name of Person Completing This Form

Date and Time Injury/Incident Day Month Year am □ pm □

Date and Time Reported: Day Month Year am □ pm □

Type of Report Accident□ Incident □ Hazardous Situation □

Apparent Nature and extent of Injury, Damage, Process loss or Potential Loss:

Description of Incident:

What conditions and/or actions contributed to the injury/incident?

INCIDENT INVESTIGATION – TO BE COMPLETED BY SUPERVISOR

Injury Treatment □ None □ Department First Aid □ Doctor □ Hospital ρ□ Chiropractor □ Other_________________

Location (building, room #, parking lot, etc.).

Body part(s) involved (specify right or left side).

Names and phone number of witnesses.

Immediate Corrective Action Taken:

Work Order Requested: Yes □ No

Work Order Description:

Future Action Recommended:

Supervisor/Department Signature Investigator’s Signature

Director’s Notes:

Further Investigation Required? Y □ N□ Director’s Signature


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Facilities Management Accident Investigation Report

Last Name First Name(s) Phone Number or Extension

Status

Full Time MTA Employee Part Time MTA Employee Visitor Contractor Student

Were you an employee at time of injury/incident? Yes No

Sex

Male

Female

Injury Treatment

G None G Department First Aid G Doctor G Hospital G Chiropractor G Other ______________________

Location (building, room #, parking lot, etc.).

What happened to cause the injury/incident?

Explain what you were doing and the effort involved.

Identify the size, weight and type of equipment or materials involved.

What conditions and/or actions contributed to the injury/incident?

Body part(s) involved (specify right or left side).

Nature & Result of Injury

Names and phone numbers of witnesses


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INVESTIGATORS NOTES & RECOMMENDATIONS:

Contributing factors/Actions to avoid reoccurrence:

1. Re-instruction 4. Install guard or safety device 7. Improve PPE 10. Inform all supervisors

2. Reassign 5. Repair or replace equipment 8. Discipline 11. Improve work procedure

3. Correct congestive area 6. Job safety review 9. Check with supplier 12. Other________________

Summary of Incident (cause & effect)

Additional Materials Attached: Photos Y N Statements Y N

Recommended actions: Apply recommendation

1. Yes No

2. Yes No

3. Yes No

4. Yes No

Director’s Comments and Additional Recommendations:

1.

2.

Investigator’s Signature: Date:

Manager’s Signature: Date:

Director’s Signature: Date:


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Mount Allison University JHSC

MTA Witness Incident/Accident Statement Form File #:

Name: Today’s Date:

Permanent Address:

Phone: Investigator: Incident/Accident Date:

Injured workers Name:

Location of Incident/Accident

Statement: (Please include names of persons involved, time of day, location, please give as many details as you can recall)

Continued on reverse side Y N

Signature:


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Annex D To Policy 2.3

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Facilities Management

Accident Investigation Kit Contents Items:

Accident/incident investigation Kit:

1. Forms 2. 'Do Not Enter' tape 3. Clip board 4. Tape measure and ruler 5. Camera, batteries, film (or video 6. camera) 7. flashlight and batteries 8. Plastic bags and containers for samples 9. Labels and permanent marker for labeling samples 10. Pens/pencils 11. Eraser 12. Notebook and graph paper

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2.4 Personal Protective Equipment (PPE) Approval date: Feb 15, 2001 Revised: May 19, 2008 Prepared by: Director of Facilities Management

1.0 General

Facilities Management personnel are exposed to a variety of potential hazards in the completion of many of their daily duties. Clearly, it is in the best interests of both the employees and the University to take appropriate measures to minimize the risk of both immediate and long-term injury to the employees where appropriate, personal protective equipment must be worn as part of this injury-prevention strategy. This policy provides guidance for the provision of personal protective equipment.

2.0 Safety Footwear

Approved safety footwear is required to be worn by all personnel in the trade shops, grounds shop, custodial floor care and the Heating Plant. It is the responsibility of the employees to provide their own footwear as per the Collective Agreement Article 41.06 – Personal Protective Equipment. .

3.0 Safety Glasses

Safety Glasses are required to be worn for tasks as specified by the responsible supervisor. One set is provided to employees at no cost and is available from supervisors.

4.0 Respirators

Respirators are supplied for employees at no cost. They are required to be worn if the Material Safety Data Sheet for the product being used calls for one or if a supervisor requires one to be worn.

5.0 Other Equipment

This policy is not intended to be a comprehensive list of personal protective equipment used in Facilities Management, but it covers those items that must be worn by many employees carrying out typical duties. There are other items of protective equipment that are specific to particular tasks or pieces of equipment such as handling pool chemicals, chain saws or carpentry tools. Supervisors will ensure that all employees using such equipment are briefed on the protective equipment that is required to be worn for specific tasks or equipment and warning signs posted if applicable.

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6.0 Enforcement

It should be noted that supervisors and the University can be held legally responsible for injuries sustained by employees if due diligence has not been shown in the prevention of foreseeable accidents. The use of personal protective equipment will be supervised and the discipline procedure followed, if necessary, to ensure compliance with this policy.

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2.5 Facilities Management Hazardous Spill Response Approval date: Aug 10, 2009 Revised: Prepared by: Safety Coordinator

1.0 Aim

The aim of this policy is to provide the overall requirements for the management of hazardous material spills within all work spaces of Facilities Management.

2.0 Classification of Spills

Spills of hazardous materials will be classified as either a Minor spill or a Major spill. Listed below are the criteria for determining extent of the spill:

A Minor Spill is one in which ALL of the following conditions are met:

• the responsible party is at the scene

• the material spilled is known

• the material spilled is not highly toxic

• the quantity spilled is small - under 2 liters

• there is no fire hazard present

• the spill is completely contained inside a building/area and the material has little or no potential to reach the environment (e.g. via a drain).

A Major Spill is one in which ANY of the above conditions are not met. If the responder is unsure of the classification of the spill, then it is treated as a Major Spill.

All Minor spills will be cleaned up using the procedure in Annex A and all Major spills will be cleaned up using the procedure in Annex B.

3.0 Spill Kits

A spill kit with absorbent capacity of at least 215 litres capacity will stored in the Grounds Shop and in the Heating Plant.

A 17 litres capacity spill kit with drain cover will be stored in the Grounds garbage truck and in the Custodial truck.

These kits will be stocked as outlined in Annex C.

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All Facilities Management staff is required to understand and comply with this policy.

Grounds Superintendent

The Grounds Superintendent has overall responsibility for coordinating spill response. He/she will conduct onsite coordination for any major spill response and shall ensure that spill kits located in the Grounds Shop & Truck are inspected on a regular basis and restocked as required. If required, he/she shall maintain a storage area for hazardous waste and coordinate the prompt disposal of this waste in a safe and environmentally responsible manner. He/she will also be responsible to ensure that the Grounds staff is trained and capable of responding to a Major Spill anywhere on Campus. He/she will maintain the emergency response call-out list for Hazardous Spill Response.

Technical Services Manager

The Technical Services Manager shall ensure that spill kit located in the Heating Plant is inspected on a regular basis, and restocked as required. He/she shall also ensure that all Heating Plant engineers have an up to date list of the Grounds Major Spill Responders and are trained in the call-out and reporting procedures for a Major Spill. He/she will also be responsible to ensure that the Heating Plant staff is trained and capable of responding to a Major Spill within the Heating Plant.

Safety & Security Coordinator

The Safety & Security Coordinator shall ensure that the Heating Plant and the Facilities Management Front Desk have current contact information for all Major Spill Responders and the Canadian Coast Guard. He/she will support the Grounds Superintendent or the Technical Services Manager during a major spill response.

5.0 Training

All Facilities Management staff must have basic awareness training in Hazardous Materials Spill Response Training and be able to respond to a Minor Spill. The Joint Health & Safety committee will include this basic awareness training in their annual training plan.

The Grounds Superintendent will ensure that an adequate number of Grounds and Heating Plant staff are trained as Major Spill Responders. All Major Spill Responders must have comprehensive spill response training so they can competently deal with a major spill if one arises.

6.0 Reporting

Facilities Management will immediately report any major spill that fits the following three criteria to the New Brunswick Department of the Environment and Local Government (506-856-2374) and the Canadian Coast Guard (1-800-565-1633):

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a. Any spill greater than two litres that enter the water supply or sewer system;

b. All hazardous material spills greater than two litres; and/or

c. Flammable liquid spills greater than 200 litres.

The major spill responder shall complete the Spill Response Form (Annex D) as soon as is possible and forward it to the Director of Facilities Management.


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Minor Spill Response and Clean Up Note: Before handling any liquid, employees must be familiar with its properties. The container must be WHMIS labeled and the MSDS sheet reviewed. Unlabelled containers should be brought to the attention of an employee’s supervisor in order to have its contents identified and its container labeled.

Minor spills are to be cleaned up by the personnel responsible for the spill. The following procedure shall be followed for cleaning up minor spills:

1. Notify occupants in the immediate area of the spill.

2. Attend to any persons that may have been contaminated. Contaminated clothing must be removed immediately and appropriate first aid applied.

3. If a volatile flammable material is spilled, control any possible sources of ignition and

ventilate the area.

4. Try to contain the spill and prevent the liquid from entering any drains. Use paper towels, mops, dyking socks, or other immediately available absorbent material.

5. If you need to get PPE and/or absorbent material, secure the spill site. Isolate with floor signs, barricade tape, or anything that is around like chairs or tables to block someone from coming in contact with the spill.

6. Wear appropriate personal protective equipment for the material spilled.

7. Spread absorbent material over entire spill area. Mix the absorbent material with the spillage, then wait for neutralizing/absorbing effect.

Use appropriate spill control material (eg. kitty litter, absorb-all, or paper towels) to first contain and absorb the spill according to procedures previously obtained from the MSDS. Generally, distribute spill control material over the entire spill area, working from the outside, circling to thecentre. This reduces the chance of splashing or spreading of the spill.

For spills of acids and bases, use appropriate procedures (as obtained from MSDS) and material to contain, neutralize and

absorb the material.

Use tongs or forceps to remove broken glass shards.

8. When the spilled materials have been absorbed, use a brush and scoop (spark-resistant if flammable material is involved) to place materials in an appropriate container with a suitable WHMIS label.

9. Complete cleanup by washing spill area with detergent to decontaminate the surface.

10. Inform your supervisor when clean up is complete and place container in garbage storage area but separate from normal garbage. Ensure the area is well ventilated. Supervisor to raise work order for Grounds to remove the container & dispose of it.


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Major Spill Response & Clean-up Note: Before handling any liquid, employees must be familiar with its contents. The container must be properly labeled and the MSDS sheet reviewed. Unlabelled containers should be brought to the attention of an employee’s supervisor in order to have its contents identified and its container labeled. The following procedure should be followed for cleaning up major spills: 1. Notify occupants in the immediate area of the spill. 2. Attend to any persons that may have been contaminated.

Contaminated clothing must be removed immediately and appropriate first aid applied. 3. If a volatile flammable material is spilled, control any possible sources of ignition and

ventilate the area. 4. If safe to do so, try to contain the spill and prevent the liquid from entering any drains.

Use paper towels, mops, dyking socks, or other immediately available absorbent material.

5. Evacuate the immediate area, closing doors to the affected area on the way out & secure spill site.

Isolate with barricade tape or anything that is around. Leave the container in place to aid identification by the HazMat Team.

6. If the spill is too dangerous or large, activate the Fire Alarm.

7. Call Fixit at 364-2444 or Security at 364-2228; if after working hours, follow the zero out prompt on the voicemail for an emergency.

Do not leave the site. If you don’t have a phone or radio ask someone else to make the call.

8. Fixit or the Heating Plant will initiate the Major Spill Responder call out list.

If this event occurs after hours, and Security is on, they will act as a major spill responder until a team arrives on campus.

9. Once the Major Spill Response leader arrives, brief him/her on the situation and provide

assistance as requested.

10. The Major Spill Responder leader will assess the situation and if the cleanup is within the capabilities of the Major Spill Responder team, start the clean-up.

The Major Spill Responders will pick up the nearest spill kit on route to the site. He/she will obtain and carefully read the MSD for emergency procedure directions.

11. The Major Spill Responder leader will discuss the situation with the Director of FM (or

his/her designated replacement if absent).


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Additional resources within the capabilities of FM can be requested by the Major Spill Responder leader at this time.

12. If the spill is too dangerous or large, the Major Spill Responder leader will call 911 and

ask for fire department assistance. Once the Fire Department arrives, they will assume command of the incident and control the response.

The Major Spill Response team will provide help as required the Fire Department. If the Fire Department are already there, report to the Fire Department Leader and offer your services.

If clean-up is to be done with the Major Spill Responder team, proceed with the following procedure: 1. Obtain and carefully read the MSDS for emergency procedure directions. 2. Ensure that all PPE required is properly worn and fitted. 3. If there are toxic gases or gases which are unidentified, leave and secure the building

being sure no one can enter. Immediately call 911 and ask for Fire Department assistance.

4. Contain spill rapidly by dyking with dyking socks that contain a suitable absorbent

material (kitty litter or absorb-all). 5. Spread kitty litter or absorb-all over entire spill area. Mix the absorbent material with

the spillage, then wait for neutralizing/absorbing effect.

Spills can also be absorbed using spill pillows or hazmat absorbent pads. Special, oil only absorbent pads should be used for oil spills. Absorb solvent spills with activated charcoal, this reduces vapors.

6. Remove any broken glass with tongs or forceps. 7. Collect all spill media in a suitably sized container, label with appropriate hazardous waste label. 8. Complete cleanup by washing spill area with detergent soaked hazmat pads. Dispose of

PPE’s using the containers if possible.

9. Inform the Director Facilities Management when clean up is complete and have Grounds personnel transport the resulting hazardous waste materials to the holding facility.

10. Complete the Major Hazardous Spill Report form in Annex D.


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Spill Kit Contents 215 Litre Spill Kit Contents 1. 1 - 95 Gallon polyethylene drum 2. 10 – hazmat socks (3” X 10’) 3. 75 – hazmat pads (17” X 19” X D.W.) 4. 8 – hazmat pillows (12’ X 13”) 5. 1 - drain cover (36” X 36” X 1/16”) 6. 8 – pairs of Nitrile examination gloves 7. 2 – pair leak proof safety goggles 8. 2 – protective coveralls 9. 5 – printed disposal bags (24” X 48”) 10. 1- set of tongs 11. 2 – half mask respirators 12. 6 – filter cartridges – approved for organic vapors, chlorine dioxide, methylamine, sulfur

dioxide, hydrogen fluoride, formaldehyde, chlorine, ammonia, hydrogen chloride, hydrogen sulfide

13. 1 – roll caution tape (3” X 1000’) 14. 1 – instruction book Contents of the spill kit are to be kept in the sealed 95 gallon polyethylene drum. 17 Litre Spill Kit Contents 1. 1 – nylon bag 2. 1 – hazmat socks (3” X 10’) 3. 10 – hazmat pads (17” X 19” X D.W.) 4. 1 - drain cover (36” X 36” X 1/16”) 5. 8 – pairs of Nitrile examination gloves 6. 2 – pair leak proof safety goggles 7. 2 – protective coveralls 8. 3 – printed disposal bags (24” X 48”) 9. 2 – half mask respirators 10. 6 – filter cartridges – approved for organic vapors, chlorine dioxide, methylamine, sulfur

dioxide, hydrogen fluoride, formaldehyde, chlorine, ammonia, hydrogen chloride, hydrogen sulfide

11. 1 – roll caution tape (3” X 1000’) 12. 1 – instruction book Contents of the spill kit are to be kept in the nylon bag.

Annex D To Policy 2.5

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Facilities Management Major Hazardous Spill Report

Location of Spill:

Time of Spill: Person Reporting Spill: Supervisor:

Source of Spill:

Estimated Duration of Spill: Estimated Volume of Spill:

Nature of Material Spilled (liquid, solid, gas):

Area Affected:

Mobility of Spill (is it moving, seeping, being blown about, etc.):

Other Important or Relative Information?

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2.6 Ladder Safety Approval date: May 19, 2008 Revised: Prepared by: Safety Coordinator

References:

a. New Brunswick Occupational Health & Safety Act, New Brunswick Regulation 91-191, 122-126.

b. CSA/CAN 3-Z11-M81, “Portable Ladders”.

1.0 Aim

The aim of this policy is to ensure that ladders are properly used, maintained, and stored in compliance with reference A & B. Copies these references are kept in the Facilities Management Security office.


Managers shall be responsible for the following:

• Ensuring that their staff have the appropriate training and abide by this policy and Ladder Safe Work Practice attached as Annex A.

• Ensuring that ladders are CSA Grade 1 for construction purposes, or CSA Grade 1 or Grade 2 for trades purposes.

All Facilities Management employees are responsible for the following:

• Complying with all safe work practices as identified in the Ladder Safe Work Practice attached as Annex A.

• Removing defective ladders from use and reporting the defective ladder to their supervisor.

3.0 Training

All employees must have Basic Ladder Awareness Training and supervisors are responsible for facilitating this training from a competent person. Supervisors also must ensure that their staff has workplace specific training for their respective departments.

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Electronic training programs are kept on the FM Shared Drive, with hard copy and materials maintained in the Security office.

4.0 Reporting

Any ladder found to be unsafe is to be removed from use immediately and reported to the supervisor of the department. The ladder, if still required, will be repaired or replaced within the budget of the shop where it belongs in accordance with paragraph 2.0 above.

5.0 Inspections

Inspections on all ladders will be conducted by the users each time prior to use. The Ladder Inspection Form (Annex B) can be used as a checklist when inspecting a ladder.


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Safe Work Practice 1

Subject: Ladder safety – Step, Platform and Extension Ladders

General

1. Use the appropriate ladder for the task in compliance with Ladder Safety Policy Reference B.

2. Before setting up the ladder, inspect it for missing or loose parts. Repair or replace as is necessary. Ensure that the ladder is free of debris and oil. Clean as required. Also clean muddy or slippery soles before mounting the ladder. Ensure footwear is in good condition (this means good grip and heel).

3. Do not overload the ladder. Step and platform ladders are meant for one person

4. While ascending or descending the ladder, face the ladder and use three point contact at all times (one hand and two feet or two hands and one foot).

5. When working from the ladder, continue to maintain adequate contact, although the contact points may include parts of your body such as a knee, hip or stomach.

6. Keep your center of gravity between the side rails. Your belt buckle should never be outside the side rail.

7. Use step ladders or other approved devices when necessary to place or remove objects from elevated locations. Do not stand on chairs or tables.

8. If using a ladder in a doorway or passage way, set up barricades and warning signs.

9. When climbing, carry tools, parts, etc., in an apron or belt, or raise and lower them by a hand line, and hook equipment on a rung while you work.

10. “where it would not be practical to perform work other than from a ladder and it is not practical for the worker to maintain three points of contact while performing the work, fall protection is required only where and to the extent practical;”

11. Do not use a ladder when it is too windy.

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Step & Platform Ladders

Step Ladder Inspections:

The following is a check list for careful inspection of a step ladder (wood, aluminum or fiberglass): 1. SIDERAILS-splits, cracks, separated laminations, splinters, decay, protruding nails. 2. RUNGS-cracks, decay, splinters, excessive wear or looseness. 3. HARDWARE - loose or missing rivets - broken, loose or missing step or rung braces. - broken, loose or missing spreaders - loose hinges - broken or missing spreader locking device - the bottom of the legs should be equipped with slip resistant material. Step ladder Safety:

1. Keep the ladder away from all electrical sources.

2. Ensure all four feet are positioned on a firm, level surface.

3. Do not set the ladder up on mobile equipment.

4. Ensure that the ladder is fully open and the bars are locked.

5. Place the step or platform ladder at right angles to the work.

6. For step ladders, do not work from the material shelf, the top or the top step of the ladder.

7. For folding platform ladders with a hand hold or guard rail above the platform, work may be done from the platform.

8. Step ladders must not to be used as a support for scaffolds or as planks for scaffolds.

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Extension Ladders

Extension Ladder Safety:

1. Ladder bottom ¼ of ladder height from wall.

2. Ladder should extend at least 3 feet above edge of roof edge.

3. Do not step on top 4 rungs of ext. ladder.

4. Dry hands, shoes, rungs. 5. Keep at least 10 feet away from all power lines.

6. Tie off extension ladders.

7. Check ladder rating.

8. Do not tie ladders together.

9. Use two people to carry and set up a ladder, if possible.

10. Set the ladder on firm, level ground. Use ladder levelers on uneven ground. Secure the ladder by tying it down, using slip-resistant feet, or by having someone hold it in place. A ladder on a slick surface must be tied in place or held.

11. Keep the area around the top and bottom of a ladder clear. In passageways, doorways, or where traffic or other activities can occur, secure the ladder or block off he area.

3

12. Do not set a ladder on a scaffold, box or other object.

Extension Ladder inspection: 1. SIDERAILS - splits, fractures, severe warp.

2. RUNGS - bent, broken, missing, worn, thin, loose, or missing rivets. 3. RUNG - broken, nuts or bolts missing.

4. LOCKS - broken or missing rung lock trippers or rung lock tripper springs (dogs).

5. SAFETY FEET - worn or missing slip resistant pads, missing nuts or bolts, broken or badly bent, missing or badly worn spurs.

6. ROPE/LANYARD - for extension ladders up to and including 12 m (40 ft.) in length, the lanyard (pulling rope) should be of synthetic material, Should not be less than 6 mm in diameter and should have a minimum breaking strength of 250 kg (550 lbs.). Replace badly worn rope and rope that has been degraded due to ultraviolet exposure, cuts or abrasion.


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13. Once and extension ladder is set up, lock the top section in place. Extension ladder sections must overlap by at least 3' for ladders up to 32'; by 4' for ladders 32' to48'; and by 5' for ladders 48' to 60' tall. Both rails must rest evenly on the resting spot.

14. Always wear shoes with slip-resistant soles.

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Facilities Management Ladder Inspection Form

Building/Area/Room: ___________________________ Date:_____________

Inspected By: ________________________ Ladder ID:__________________

Step Ladders

Size: Type: Wood Aluminum Fiberglass

Inspection items Yes No Follow-up Action

1. Steps - Loose, cracked, bent, missing

2. Rails – Cracked, bent, split, uneven

3. Top – Cracked, loose, missing

4. Spreader Brace – Loose, bent, will not lock

5. Paint Shelf – Bent, loose, missing, broken

6. Shoes – Rubber pads worn, loose, missing

7. General Condition – Presence of rust, corrosion, other

8. Labels – Missing, not readable

Extension Ladders

Size: Type: Wood Aluminum Fiberglass

Inspection items Yes No Follow-up Action

1. Rungs - Loose, cracked, bent, missing

2. Rails – Cracked, bent, split, uneven

3. Rung Locks – Corroded, loose, missing, broken

4. Hardware – Loose, missing, corroded, altered

5. Rope & Pulley – Missing, frayed, not working

6. Shoes – Rubber pads worn, loose, missing

7. General Condition – Presence of rust, corrosion, other

8. Labels – Missing, not readable

Action Taken

Ladder tagged as damaged and requires repair

Ladder to be destroyed and disposed

Ladder in good condition and may be used

Inspector’s Signature:_______________________________________

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2.7 Tag & Lockout Approval date: Jun 19, 2009 Revised: Prepared by: Safety Coordinator

1.0 General

It is the policy of the University that when any piece of machinery, or any energized system, is to be cleaned, repaired, serviced, or maintained - and the possibility of injury to a worker exists if that machinery or system is energized, moved, or activated - then a lockout device and tag are required.

2.0 Zero Energy State

Any machinery or system is to be in a zero energy state prior to commencement of work. This means there is to be no pneumatic, hydraulic, electrical, potential or kinetic energy in the machinery or system. The machinery or system shall be placed in a zero energy state by a competent and qualified worker.

3.0 Who Applies/Removes Tag & Lock Device

Every worker who is involved in the de-energizing, cleaning, repair, service, or maintenance of the machinery or system must apply a lock & tag to a lockout device.

Only the worker who installed the lock may remove it, except in an emergency when the worker who installed the lock cannot be contacted then a competent worker may remove the lock only when he has been approved to do so by his supervisor, or the supervisor may remove the lock providing they have the competency relevant to the component that is locked out.

A lock & tag, or lockout device, may only be applied by a person who has had the appropriate Tag & Lockout training

4.0 General Lockout Basic Steps

This section is based on the WorkSafeNB Lock Out brochure. These steps must be followed in the order that they appear. Perform only the steps that apply to the machine that you are locking out:

Before working on the machine:

1. Turn off the machine at the operator’s control panel.

2. If the operator’s control panel is equipped with a lock, lock the panel and put the key in a safe place on your person.

3. Shut off the power at the main power disconnect.

4. Put your padlock on the main power disconnect and keep the key on your person to make sure no one can remove your lock and turn the power back on.

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Remember: ONE KEY – ONE LOCK.

5. Place a tag on your lock that identifies you by your name as well as the date and time you locked the machine out.

6. Release all stored energy from the system. Depending on the machine, there may be several kinds of energy remaining after the power is turned off. The written procedure should have a complete list of all these secondary energy sources and how to release energy form them. Examples of releasing stored energy include draining the air from an air tank, bleeding a hydraulic system, waiting for a circular saw blade to stop spinning, or placing blocks under an elevated weight.

7. Try to start or activate the machine to make sure that it is in a zero energy state and that the power is truly off. Ensure button is off so that the machine does not start when the power is turned back on.

8. Secure the work area (i.e. barricades, signs, etc.).

Remember: LOCK – TAG - TEST

When finished working on the machine:

9. Secure work area by replacing guards and shields, removing blocks, picking up tools and inspecting the work area. Ensure machine is not in the “on” position.

10. Warn other affected employees that you will be removing your lock and tag from the main power disconnect and restarting the machine.

11. Take your lock and tag off the main power disconnect. Unlock the operator’s control panel if necessary.

12. If there are no other locks on the main power disconnect, turn on the power, making sure to stand clear.

13. Start the machine.

5.0 Written Lockout Procedures for Equipment

Supervisors will prepare and maintain a specific written lockout procedure for each machine that is cleaned, maintained, adjusted or repaired, in consultation with employees. The use of photographs is encouraged. The steps required as per para 4.0 and any other pertinent items particular to a machine need only be outlined.

Only a single standard written procedure is required for duplicate machinery.

A copy of each of the written lockout procedures shall be kept in the shop’s Safety Manual. These procedures will be reviewed & updated on an annual basis.

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6.0 Safety Locks and Tag & Key Provision

The Supervisor shall provide an appropriate safety lock, tag & key to any employee who may have to lockout a machine or system. Appropriate locking devices will be made available to any employee who has to lockout a machine or system. Only one key per lock will be issued, and no lock shall be keyed to a master key. Each lock shall have a tag attached with the time and date locked, and the workers printed name and signature.

7.0 Codes of Practice

In some instances machinery or systems may have to be energized for the purpose of adjustments or maintenance. In these cases lockout devices are inappropriate and instead the supervisor shall establish a Code of Practice.

Isolating energy sources on many tractors may be difficult, or require specialized mechanical skills, so when a tractor or similar equipment require maintenance or adjustments a Code of Practice shall be established by the supervisor of the department.

8.0 Power Operated Hand tools

Power operated hand tools do not require lockout devices. For electrical power tools, disconnecting the tool from the electrical outlet before changing accessories is sufficient lockout safety. For gas power tools, refer to the owner’s manual for safe practice while maintaining or adjusting equipment.

9.0 Training

General Tag & Lockout training will be performed on an annual basis by the Supervisor or as part of the Health & Safety training. The Supervisor will ensure that employees have had specific Tag & Lockout training on a machine and have read and understand its Lockout Procedure or Code of Practice before starting work on it.

10.0 Enforcement

Failure to abide by this policy will result in disciplinary action.

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2.8 Confined & Restricted Spaces Approval date: Mar 1, 2016 Revised: Prepared by: Safety Coordinator

1.0 General

The purpose of this policy is to list confined and restricted spaces on Campus, prohibit unauthorized entry into these areas, identify a process to establish areas as confined or restricted spaces, and to establish procedures for performing work within a confined or restricted space.

2.0 Confined Space Definition A "confined space" is defined as an enclosed or partially enclosed space that:

a. is not designed or intended for human occupancy except for the purpose of performing work;

b. has restricted means of access and egress; and

c. may become hazardous to an employee entering it due to:

i. its design, construction, location or atmosphere,

ii. the materials or substances in it, or

iii. any other conditions relating to it.

Some examples of confined spaces are: manholes, sewers, boilers, tunnels, pipelines, wells, fuel tanks, ballast tanks, storage tanks, tank cars and tank trucks, vats, process vessels, septic tanks, sewage lift stations, silos, boots in grain elevators, trenches, and ventilation and exhaust ducts. Although some of these are easily recognized as confined spaces, others may not be.

3.0 Restricted Space Definition

A “restricted space” is defined as a space that may be entered and typically are not designed for continuous human occupancy but do not have the ability to accumulate a hazardous atmosphere. If a task is undertaken in a restricted space that causes or may cause a hazardous atmosphere, the “restricted space” must be immediately be treated as a “confined space” and managed as required.

Restricted spaces are designated where access and/or egress to or from the space are limited or restricted but where the hazardous atmosphere characteristics of a confined space were not fulfilled.

Examples of restricted spaces might include the interiors of HVAC units, certain air plenums and pipe chases, attics, walk-in freezers or refrigerators, and some building crawl spaces.

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4.0 Managers Responsibility

Managers are directly responsible for ensuring the safety of their employees in regards to confined spaces. It is their responsibility to evaluate potentially hazardous spaces within their facilities and areas to ensure that the proper precautions are taken for safety.

5.0 Work in Confined Spaces

Facilities Management employees are prohibited from entering any confined space. All employees shall be instructed by their supervisor or manager that entry into a confined space is prohibited.

Work in confined spaces will be contracted out. Only contract employees who have been properly trained, equipped, and have the appropriate plan in place, in accordance with WorkSafe NB regulations, will be allowed to enter and work within a confined space.

6.0 Work in Restricted Spaces A worker shall enter a restricted space only if:

a) he or she is informed of and familiar with the characteristics of the restricted space which restrict, limit or impede egress and is instructed in the procedures for entering, working in and exiting from the restricted space.

b) there are procedures and measures in place for the removal of the worker from the restricted space in the event of an emergency.

c) at least one other worker is stationed outside the restricted space and in proximity to it and is readily available and capable of implementing emergency procedures and measures for the removal of the worker from the restricted space.

A code of practice will be developed for each restricted space describing the space and outlining safety precautions required to enter the space.

7.0 Process to Determine Confined or Restricted Space

A series of questions shown in Annex C will be reviewed to analyse whether a space is confined or restricted. It may be determined that a potential confined space presents no real danger for employees. However, all spaces should be considered potentially dangerous until they have been evaluated and tested.

The process to determine a confined or restricted space is the following:

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a. an employee or manager questions whether an area if a possible confined or restricted space.

b. the checklist included as Annex B is done by a manager on why or why not the area is a confined or restricted space and brought to the Safety Committee.

c. the checklist is reviewed by the Safety committee who makes a recommendation to the Director.

d. the Director accepts, assigns an investigator to review, or denies the recommendation. Where a confined space or class of confined spaces has not been assessed, the Director may appoint an investigator, who is a qualified person, to:

a. carry out an assessment of the physical and chemical hazard that the person who is entering the space may be exposed to;

b. specify and complete the tests required to determine if the person will be exposed to any danger; and

c. prepare a signed report of the findings to the Director.

The Director shall make a copy of the report for the safety committee. If the investigation reveals a hazard for employees entering the defined area, then the area will be deemed a confined space.

8.0 Current Inventory of Restricted & Confined Spaces

The current inventory of restricted & confined spaces can be found in Annex A.


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Inventory of Restricted Spaces

The following locations have been defined as restricted spaces as of 09 Jun 14:

a. No space identified.

All employees shall be made aware of these restricted spaces through training or instruction provided by their supervisor or manager.

Inventory of Confined Spaces

The following locations have been defined as confined spaces as of 09 Jun 14:

a. No space identified.

All employees shall be made aware of these confined spaces through training or instruction provided by their supervisor or manager.


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Confined or Restricted Space Checklist

Space:

Section 1

Yes No Comments

Is the space enclosed or partially enclosed?

Was the space not designed or intended for continuous human occupancy?

Does the space have a restricted, limited, or impeded means of entry or exit?

If any of the above questions are answered “No”, then the space will not be considered a confined or restricted space. The review is also complete and the next section need not be filled out. If there is a “Yes” answer, then proceed to Section 2.

Section 2

The space must now be reviewed to determine if it may become hazardous to a person entering it because of its design, construction, location, atmosphere or the materials or substance in it or other conditions.

Yes No Comments

Does the space contain a hazardous atmosphere?

Are there conditions in the space that present a potential for injury?


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Is there an activity being conducted inside or outside the space which may affect the health and safety of workers inside the space?

Are there any other conditions to consider?

If any of these questions are answered “Yes”, then the space will be considered a confined space. If all of the questions are answered “No”, then the space will be considered a restricted space.

Investigator: Date:

Comments:

Director: Date:

Comments:

Safety Committee Recommendation:

Confined Space

Restricted Space

Non-restricted Space


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2.9 Working Alone Approval date: Mar 1, 2016 Revised: Prepared by: Safety Coordinator

1.0 General

The following safe work practices will establish a minimum standard for Facilities Management employees to follow when working alone or in isolation.

2.0 Definitions

Working Alone: Individuals are alone at work when on their own; they cannot be seen or heard by another worker; cannot expect a visit from another worker or member of the public for some time; and/or where assistance is not readily available when needed.

Buddy System: A system of organizing work so that the worker can always be seen or heard by at least one other worker. In addition, the buddy system must include periodic

checking of the person’s safety.

3.0 Communication

All employees working alone must have a readily available means of communication. This may include; a radio, a cell phone, a phone, or keys to an area close by where a phone is located.

4.0 Safe Work Practices

When working after hours:

• Vehicles should be parked in a common, lighted area.

• Before exiting the vehicle, perform a visual check of the parking lot to ensure that it is safe.

• Hold your keys as to be ready to defend yourself if needed.

• Upon leaving the vehicle, ensure that all vehicle doors are locked.

• When entering the workspace; perform a visual check looking for any indications of unlawful entry, or persons not recognized as normally having a reason to be in that area; or other obvious hazard.

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• In the event of a perceived threat or unsafe situation; immediately leave the area and contact the relevant supervisor once in a safe location.

• Ensure you take a moment to locate emergency exit routes.

• If it is dark when you leave, conduct a visual check of the exterior of the building

and the parking lot before going to your vehicle.

• Ensure your keys are easily accessible for your vehicle as you leave the building.

• Ensure all doors are locked behind you. 5.0 Working Alone Procedures For staff working alone after 05:00 pm, they shall:

• Inform the Heating Plant during the academic year and the call service in the summer months of their presence on campus and the expected time of departure. They should also tell a family member or a friend of their expected time of return.

• Notify the Heating Plant or call service of the means of communication and related numbers if by phone.

• Use the Buddy System whenever possible.

• Check in with the Heating Plant or call service when leaving campus.

• Do not enter any confined or restricted areas

• Do not perform any of the following tasks: • Work on an energized circuit • Work where fall arrest is required • Work with large/heavy equipment where the operator cannot clearly

see the path of travel

6.0 Training

All Facilities Management employees will be trained on this policy. Employees who work in higher risk environments will be required to receive first aid training.

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7.0 Supervisor Responsibilities

Supervisors should avoid assigning work that isolates an employee whenever possible and should assign work employing the Buddy system. They are responsible to know the risks/hazards associated with the environment the employee is to work within and to develop safe work practices for unusual environments that an employee may be isolated in.

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