2020 ANNUAL REPORT AMAPCEO is the union that represents professional employees in the Ontario Public Service.

We also represent professionals in six public sector agencies: • Financial Services Regulatory Authority of Ontario • Office of the Ombudsman of Ontario: • Child & Youth Services Unit • French Language Services Unit • Ontario Arts Council • Ontario Health – Quality Unit • Public Health Ontario • Waypoint Centre for Mental Health Care

WHO WE ARE

AMAPCEO is a member-driven, non-partisan bargaining agent representing more than 14,000 professional public service employees, most of whom work directly for the Government of Ontario in every ministry.

We also represent employees in six broader public sector agencies outside the government.

Established in 1992, we have built a strong record of negotiating innovative collective agreements, adopting a collegial, problem-solving approach to dispute resolution, and advocating for a non-partisan professional public service.

WHAT WE DO

AMAPCEO negotiates and administers eight collective agreements, with support from elected or appointed volunteer members and professional staff.

The engagement and development of our members is critical to our success.

OUR MEMBERS

The strength of our union lies in our membership.

AMAPCEO-represented professionals include senior policy advisors, policy and financial analysts, programming supervisors, auditors, scientists, mediators, arbitrators, communications officers, epidemiologists, and many others.

Our members are located in 130 communities across the province and in 11 cities outside Canada. 2 | TOGETHER WITH PURPOSE 2020 ANNUAL REPORT

4 Rising to the Occasion 7 2020: By the Numbers 8 Strategic Directions 9 Roadmap to Building a Stronger AMAPCEO: Strategic Plan 2015–2020 10 Building on a Strong Foundation: Strategic Plan 2021–2025 12 Strategic Direction #1: Collective Bargaining 19 Strategic Direction #2: Dispute Resolution and Contract Administration 22 Strategic Direction #3: Member and Activist Education & Leadership Development 25 Strategic Direction #4: Activist Recruitment, Membership Engagement, Growth, Outreach & Allies 30 Strategic Direction #5: Communications 33 Strategic Direction #6: Operations & Governance 38 Board Committees & Working Groups 44 Update from the Ontario Pension Board 46 Together with Purpose 47 Board of Directors 2020

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 3 FROM THE PRESIDENT & CEO

Rising to the Occasion

This marked the last year under our 2015– program that is the envy of many profes- 2020 strategic plan, Roadmap to Building a sional unions, pairing new Representatives Stronger AMAPCEO. with seasoned mentors to share their experience, knowledge, and helpful tips And what a road it’s been. and tricks. Since AMAPCEO’s earliest days, we’ve Our activists’ knowledge and capacity have been known as a particularly progressive, grown substantially through AMAPCEO’s modern union, leading the way. I think it’s first-ever dedicated plan for member safe to say that the last five years have only education. With a moved us even further ahead. new Education unit, Our relationship with employers is stronger we’re delivering Since our earliest as we continue to refine our constructive, more courses and days, we’ve been interest-based approach to problem-solving. through a broader known as a particularly While we’re never afraid to go to the mat variety of methods. for our members when necessary, we’ve I’m especially progressive, modern seen our unique negotiating style yield proud of our course union, leading the way. results that go further and mean more, to on equity and more members. inclusion—just one Our approach to labour relations has seen example of union-wide efforts to us negotiate fair contracts, win justice for make AMAPCEO more diverse, those unfairly blocked to joining a union, equitable, and inclusive. secure additional coverage for those with Our communications have improved specific health concerns, and smooth what dramatically—we’re connecting with more could have been bumpy divestments to new members and doing an even better job of employers. articulating the AMAPCEO advantage than We have more eyes and ears in the work- ever before. Through strategic awareness place—our Workplace Representatives, campaigns, our brand is better known, available to help members when they need and we’re solidifying our reputation as someone in their corner at work. To assist the union of choice for Ontario’s with our Representatives’ continued professional employees. development, we created a mentorship

4 | TOGETHER WITH PURPOSE We successfully launched a new and emotional safety of victims, governance model—one that better reflects safeguarding food and income security for our union’s structure and provides better mentally incapable adults, and arranging balanced democratic representation. A few for the safety of vulnerable children years in, we’re now seeing increased mem- involved in the child welfare system. ber engagement and a more responsive OPS members working in government Board of Directors as a direct result. procurement continue to find new ways to Yes, I’m proud that, five years on, we’re secure critical supplies for our province’s an even stronger union because of our health care system, including personal collective efforts. protection equipment, medical test kits, and other necessary supplies. But something we did not factor into our strategic plan was the complete upheaval Professionals at the Financial Services that struck in March when community Regulatory Authority of Ontario have spread of COVID-19 was confirmed. continued to ensure Ontarians are protected by strong sector-specific As you’ll read in this Annual Report, we regulations, all while responding to new, acted quickly; and our constructive rapidly evolving ways of doing business. relationships with each employer went a long way to protect the health, safety, and Members in both bargaining units at livelihoods of AMAPCEO members in Ombudsman Ontario continue to work communities right across the province. to protect children and youth in care, and ensure public services are delivered And through it all, I take great pride in equitably in both official languages. seeing every AMAPCEO member rise to the occasion, and go above and beyond to AMAPCEO members at Ontario Arts Council keep public services have been helping publicly-funded arts working. Your dedica- organizations across the province weather I take great pride in tion and ingenuity this storm, and researching the impacts of seeing every AMAPCEO exemplify our the last year on Ontario’s arts sector. union’s reputation as During the COVID-19 pandemic, members member rise to Ontario’s Professional at Ontario Health – Quality have been the occasion and Employees. monitoring the performance of the go above and beyond. Members across province’s health care system to the OPS are working address gaps. to ensure essential Members at Public Health Ontario (PHO) services continue throughout the have been working to contain the spread of crisis—including protecting the physical the virus since the first cases were reported

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 5 at the beginning of the year. From While we’ve adapted to these new realities producing Ontario’s daily epidemiological and advocated for members’ interests—and reports, to providing infection prevention while we’ve shown just how resilient we and control advice, many have been are—we’re not taking our foot off the gas. working seven-day shifts and irregular Just as we’ve made incredible progress hoursto support the province in the fight together over the last five years, we’re against the virus. going to work harder In addition to their usual responsibilities, than ever to make many members at PHO also voluntarily sure that we make I’m excited to see assisted with COVID-19 testing and helped even more progress where AMAPCEO will those long-term care homes that had along the road ahead. outbreaks. be in five years’ time. As we launch into Several AMAPCEO members at the our next five-year Waypoint Centre for Mental Health Care strategic plan, I’m accepted reassignments to work on the excited to see where AMAPCEO will front lines at their local COVID-19 be in five years’ time. No matter assessment centre this year. what comes our way, whether individually or collectively, we’ll be ready—and we’ll be We’ve also seen AMAPCEO members rise resilient. to the occasion outside of the workplace. Until then, remember—one week longer, Across every bargaining unit, we’ve seen one week stronger. And we’re stronger AMAPCEO members work long hours from together. home to serve our province—many doing so while simultaneously juggling child, elder, and dependent care. As a parent, I know what a tall order that is, and thank you for Dave Bulmer continuing to bring your best. President & CEO

No matter what comes our way, whether individually or collectively, we’ll be ready— and we’ll be resilient.

6 | TOGETHER WITH PURPOSE 170+ 2020 events, including: District Executive 68 meetings 14,186 members

information 24 sessions

social events 5 (pre-pandemic) Top Tweet

167 workplace representatives

252 794 health + activists 8 safety representatives bargaining units

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 7 STRATEGIC DIRECTIONS

8 | TOGETHER WITH PURPOSE Roadmap to Building a Stronger AMAPCEO: Strategic Plan 2015–2020

This was the final year of the strategic plan interconnected strategic directions and a Roadmap to Building a Stronger AMAPCEO: set of key initiatives that guided our union Strategic Directions 2015–2020, which was between 2015 and 2020. approved by the Board of Directors in AMAPCEO aligned resources to the six October 2015 and presented to the 2015 strategic directions to deliver better Annual Delegates’ Conference. member services. The Roadmap also The Roadmap was developed after provided a single frame of reference to comprehensive and engaging consultations organize, guide, and coordinate activities. with the Board of Directors, the then Pro- Highlighted results from the last year are vincial Council, and all staff. Information included under each of these six strategic gathered from these sessions was reviewed, directions. analyzed, and organized into six

Collective Bargaining Member and Activist Education Activist Recruitment, Membership & Leadership Development Engagement, Growth,Outreach & Allies

Stronger Contracts, Activating Members, Better Workplaces Partnering for Strength, Mentoring New Leaders Growing Our Influence Thinking ahead—now—to Strengthening our union improve contracts and Building relationships with key by providing education and terms of employment. players to grow our influence. leadership development.

Dispute Resolution & Contract Administration Communications

Securing Members’ Rights at Work Making Meaningful Connections with our Audiences Supporting all members with Connect with members, the media, the best possible dispute resolution services. employers, and the public.

Operations & Governance

Working Together for Members

Creating appropriate linkages between these two separate but interrelated foundational priority areas: AMAPCEO’s operations and governance.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 9 Building on a Strong Foundation: Strategic Plan 2021–2025

In January, AMAPCEO will be embarking This new five-year strategic plan is based on our new five-year strategic plan, Build- on a foundation of four cornerstone ing on a Strong Foundation: Strategic Plan functions key to our union’s success. Each 2021–2025, which the Board of Directors cornerstone is supported by related pillars drafted in March and approved in June. that are fundamental to the overall It will be shared with Delegates at the 2020 function. Annual Delegates’ Conference. As with the last strategic plan, AMAPCEO We also adopted a new values statement will be aligning resources to these four that renews our commitment to represent- cornerstone functions, to deliver better ing and supporting our members. member services. The plan will provide a single frame of reference to organize, As before, the plan was developed after guide, and coordinate activities. in-depth consultations with the Board of Directors and all staff.

10 | TOGETHER WITH PURPOSE OUR VALUES As Ontario’s Professional Employees, we commit to representing and supporting our members by: • Maintaining the highest degree of professionalism and integrity. • Demonstrating our commitment to democracy, fairness, diversity, equity, honesty, openness, and continuous improvement. • Acting in a respectful manner, with a social conscience. • Working as an inclusive and dedicated team to achieve our common goals and strategic priorities. • Inspiring and influencing problem-solving, collaboration, and innovation in defence of public service and advancing workers’ rights.

This year, the Executive Committee decided Engagement and Membership & to move from Key Performance Indicators Organizational Growth. (KPIs) to “Organizational Health/Risk Although the new Organizational Health Management Indicators,” which would Report Card is still in development, it will then be used to produce an Organizational likely go beyond the previous KPIs to assess Health Report Card. and measure the financial and operational Much of the information collected and health of the union, along with other mea- analyzed in calculating the previous four sures, such as good governance, contract KPIs will continue to be collected and administration, and labour relations analyzed, such as that used for the areas impacts and successes—all of which are of Member & Activist Satisfaction & more pertinent to our work as a union.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 11 STRATEGIC DIRECTION #1 Collective Bargaining

Goal 2020 Board Activity & To learn from the past while always think- Year Five Progress Highlights ing ahead to continually improve each Collective Bargaining priorities and other of our contracts, and make continuous related negotiations and labour relations progress to the conditions and terms of priorities are led by the President and the employment for all members. Director of Labour Relations Services, with the assistance of two Team Leads from that Key Initiatives at a Glance unit. 1. Strengthen our bargaining power and Ontario Public Service (OPS) capacity through improved training, 13,713 MEMBERS* resources, tools, and support research Ensuring a safe return to the workplace services. From the beginning, AMAPCEO demanded 2. Establish clear roles, responsibilities, that any plans to return to the OPS work- and entitlements for bargaining team place be cautious, gradual, and flexible. members. Through multi-bargaining agent meetings 3. Recruit bargaining teams with the best with the OPS expertise, knowledge, and experience to Employer, three represent the concerns and interests of formal written our membership as a whole. From the beginning, submissions, and 4. Develop and communicate a member one-on-one conversa- AMAPCEO demanded engagement, consultation, and mobiliza- tions between union that any plans to return tion plan well in advance of bargaining. leadership and to the OPS workplace government 5. Continue to learn from the past through be cautious, gradual, officials, we worked formal post-bargaining debriefs and constructively with and flexible. membership surveys for all of our the Employer. contracts with all members and staff. We successfully 6. Renew and expand the Solidarity Pact negotiated that members: with other unions, and strengthen our coalitions and strategic alliances. • Receive at least two weeks’ notice from the Employer on any return to the 7. Ensure the preceding initiatives are workplace. applied to both BPS and OPS bargaining units as appropriate. • Have as much flexibility with their work hours as possible.

12 | TOGETHER WITH PURPOSE ENSURING MEMBERS’ HEALTH AND SAFETY DURING THE PANDEMIC Early in the year, AMAPCEO leadership was in touch with each employer to discuss their preparations and response plans in the event of widespread transmission of COVID-19. When community transmission was confirmed in the second week of March, AMAPCEO leadership successfully appealed to employers to allow members to telecommute; and, ultimately, they announced the closure of most worksites across the province. AMAPCEO members on Employee Relations Committees (ERCs) successfully requested to increase meeting frequency with their employer counterparts, in order to advocate for members on the employers’ pandemic responses and the shift to remote work. We provided ERC Representatives with resources, including key messages, questions, and issue prompts to guide these discussions. To continue to advocate for the health and safety of those members who remained in the workplace, many of whom worked long hours to protect others from the pandemic, we provided Health and Safety activists with messaging about their role in the pandemic response. We also generated fact sheets on the right to refuse unsafe work, and reasonable precautions that employers should take. Through agreements negotiated with the OPS Employer, and then with each BPS Employer, we ensured that members who test positive for COVID-19 will receive a sick leave ‘top up’ to ensure no loss of income during the required 14-day quarantine. And, throughout the summer months, we were continuously in touch with each employer to advocate for members’ interests as the pandemic continued. At formal meetings and through informal conversations, AMAPCEO sought to help shape the employers’ eventual plans on a return to the workplace.

• Are able to When the OPS Employer announced their access provisions Gradual Reopening of OPS Workplaces When the GROW plan for health or (GROW) plan in early September, AMAPCEO was announced, we family status was quick to respond. accommodations were quick to respond. We started our AMAPCEO-Ministry via much more Employee Relations Committee (AMERC) flexible and advocacy campaign to ensure the safety timely processes. of ministry- and worksite-specific plans;

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 13 launched new resources for Health & Safety low rates, the use of unsafe transporta- Representatives, including a workplace tion methods, and excessive centraliza- safety checklist specific to COVID-19; and tion of approvals. released new fact sheets for Workplace • The contracting Representatives, to assist members with out and accommodation needs. privatization of AMAPCEO leadership successfully the Employment We negotiated to add advocated for the delay of the GROW plan Services System. reskilling as another after a spike in new cases in the early fall. • Feedback on the means of redeploying Advocating for members across a variety of issues OPS Employee members whose jobs Engagement Throughout the year, AMAPCEO tabled may otherwise be Survey. concerns on a number of issues at the threatened. AMAPCEO-Central Employee Relations • Inconsistent Committee (ACERC) for direct discussion access to with the Employer. alternative work arrangements.

Issues raised at ACERC tend to be broad and Negotiating enhanced job security provisions affect multiple ministries within the OPS. We successfully negotiated a new Our goal at ACERC is always to protect agreement with the OPS Employer to add members’ interests by ensuring the reskilling as another means of redeploying Employer follows the Collective Agreement; members whose positions may otherwise and advocating for fair, standardized be threatened by workforce transforma- approaches to labour relations. tions led by the Employer. Some of the issues tabled this year include: Under the agreement, the OPS Employer has • Efficacy of the OPS Employer’s diversity agreed to search for a job match to a vacant and inclusion policies, including AMAPCEO-represented position before consultation on the Policy on Preventing undertaking any other job security Barriers in Employment, the Respectful processes. A member who is matched to an Workplaces Policy, and a review of identified job the Workplace Discrimination and may receive Harassment Prevention Policy. Employer-funded We won a dispute training and • Modernizing and adopting a more with the OPS Employer development realistic approach to the Information & opportunities to over unfairly excluded Information Technology Policy. help them succeed. positions—bringing • Concerns about the HR/Payroll Modern- This is over and 165 new members ization Project. above AMAPCEO into our union. • Problems with the Travel, Meal, and members’ strong Hospitality Expense Directive, including job security and

14 | TOGETHER WITH PURPOSE redeployment entitlements in the OPS few minutes, are an important tool Collective Agreement. in managing diabetes.

Welcoming more than Holding the Employer to account on workplace health The coalition fighting 165 previously excluded and safety committees positions to the union Bill 124 is now more AMAPCEO filed a dispute regarding the We believe everyone OPS Employer’s failure to provide us with than 40 unions strong. deserves to have proper information on Health & Safety someone in their Representatives and Joint Health & Safety corner at work, Committees, which they had agreed to and continue our efforts to fight on provide through a 2018 settlement. behalf of professionals who have This dispute also alleges that the OPS been unfairly prevented from joining Employer has violated sections of the a union. Occupational Health & Safety Act by In 2019, AMAPCEO filed a dispute alleging continuing to permit AMAPCEO members— the OPS had violated a settlement by not not approved by the union as Health & providing 150 excluded positions as agreed. Safety Representatives—to continue to act But by 2020, we decided to withdraw our on the union’s behalf and to sit on Joint dispute, as the OPS provided 15 more Health & Safety Committees. excluded positions than originally While this dispute is currently in promised. Many of these 165 positions are arbitration at the Grievance Settlement multi-incumbent—meaning more Board, we are still discussing a possible professionals will be represented by settlement with the OPS Employer. AMAPCEO in the long term. Advocating for members in divestments AMAPCEO filed a similar dispute about the unfair exclusion of Senior Officers in We continued to advocate for members Charge at the Child and Parent Resource affected by a small number of divestments Institute (CPRI) in London this year. We are from the OPS. Through formal disputes, or also currently in arbitration on the unfair individual agreements, AMAPCEO has as- exclusion of Sergeants and Youth Services sisted members in the Treasury Board Sec- Managers in correctional institutions retariat; the Ministry of the Environment, across the province. Conservation and Parks; and the Ministry of Municipal Affairs and Housing. Winning greater benefits for people with diabetes Fighting Ontario’s wage restraint bill In April, AMAPCEO successfully negotiated a settlement with the OPS Employer that Passed last year, the Protecting a Sustainable saw benefits coverage for continuous blood Public Sector for Future Generations glucose monitors extended to members and Act (also known as Bill 124) unilaterally their dependents. set compensation increases for unionized public sector employees—including These monitors, which are wearable salaries and benefits—as collective devices that track blood sugar levels every agreements expire.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 15 AMAPCEO was one of 10 unions to form a Preparing for bargaining coalition late last year to fight the bill. The OPS Collective Agreement ends March The coalition is now more than 40 unions 31, 2022. Initial bargaining readiness strong and represents approximately sessions are already underway, and staff 270,000 employees. have begun prepar- In March, the coalition, working with ing a new bargaining legal counsel Goldblatt Partners, filed a team training course. We’ve grown to constitutional challenge to the bill. We Preparations will con- represent approximately believe it violates the collective bargaining tinue to ramp up into rights enshrined in the freedom of next year. 180 members at FSRA. association guarantee in the Canadian Broader Public Service Charter of Rights and Freedoms. (BPS) Coordinating efforts to fight legislation that violates workers’ rights has proved success- Financial Services Regulatory Authority of ful in the past. Courts found the previous Ontario (FSRA) * government’s Putting Students First Act (Bill 182 MEMBERS 115, passed in 2012) unconstitutional, and it FSRA was launched on June 29, 2019, as- was ultimately repealed. Similar legislation suming the regulatory responsibilities in Manitoba was found unconstitutional in of the Financial Services Commission of June of this year. Ontario (FSCO) and the Deposit Insurance Progress on Job Evaluation Maintenance Review Corporation of Ontario (DICO). and Pay Equity Plan This divestment saw approximately 80 During bargaining in 2012, the union and AMAPCEO members moved from those two the OPS Employer agreed to carry out a joint former agencies to the new FSRA. We also maintenance review of the Job Evaluation negotiated an agreement with FSRA and and Classification System every five years, OPSEU to transfer non-union DICO staff starting from the implementation date of into the new AMAPCEO bargaining unit October 1, 2013. at FSRA. We’ve since grown to represent approximately 180 members there. The parties also agreed to negotiate a new Pay Equity Plan to redress systemic gender This year, the union established an discrimination in compensation within the Employee Relations Committee with the OPS. Employer to discuss, review, and resolve broad policy issues and concerns. AMAPCEO continues to negotiate with the OPS Employer on the scope and components AMAPCEO reached an agreement with the of both of these initiatives. Reaching an FSRA Employer on a new recognition clause agreement on them will establish a frame- for members in that bargaining unit in work for initial and subsequent reviews of September 2019. both of these files.

16 | TOGETHER WITH PURPOSE Ombudsman – Children & Youth Unit all members telecommute, to protect their 17 MEMBERS* health and safety. Ombudsman – French Language Services Unit The collective agreements for members 7 MEMBERS* in each of these units end March 31, 2022. The provincial Preparations for bargaining for two new AMAPCEO reps on government contracts—the first under the new eliminated the Employer—will begin next year. Ombudsman ERCs Ontario Child Ontario Arts Council (OAC) Advocate (OCA) are reviewing the 44 MEMBERS* Employer’s new and transferred the investigative work In response to the COVID-19 pandemic, policies and advocating of the agency to AMAPCEO members on the Employee for members. Ombudsman Ontario Relations Committee at OAC successfully on May 1, 2019. That advocated to have all members telecom- date also marked the mute, to protect their health and safety. closure of the Office of the French The OAC Collective Agreement ends March Language Services Commissioner 31, 2022. Preparations for bargaining will (OFLSC) and the transfer of its work begin next year. to the Ombudsman. Ontario Health – Quality Unit AMAPCEO members in the Children & formerly Health Quality Ontario (HQO) Youth Unit at Ontario Ombudsman continue 15 MEMBERS* to be covered by the OCA Collective Agreement, and all of its rights and On December 2, 2019, the provincial entitlements; while members in the French government amalgamated a number of Language Services health care organizations, including HQO, Unit are still under into the new “super-agency” Ontario AMAPCEO ERCs the OFLSC Collective Health. successfully advocated Agreement. The government treated the transfer of to have many members The Ombudsman HQO as a divestment, meaning AMAPCEO members continue to be covered by their telecommute to protect Employer is rolling out new policies Collective Agreement, and all of its rights their health and safety. that will affect and entitlements. We continue to monitor members in each the ongoing amalgamation of the different unit. AMAPCEO agencies into Ontario Health. members on the Employee Relations AMAPCEO members on the Ontario Health Committees (ERCs) will be review- - Quality Unit Labour Relations Committee ing these policies closely and advo- successfully advocated to have members cating for members as required. telecommute during the COVID-19 pandem- During the COVID-19 pandemic, the ic, to protect members’ health and safety. ERCs successfully advocated to have

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 17 With the unit’s Collective Agreement Waypoint Centre for Mental Health Care having expired on March 31, 2020, 19 MEMBERS* preparations for bargaining are well In response to the COVID-19 pandemic, the underway. Members elected Kristen Labour Relations Committee moved from McMartin and Alexis Schaink to their quarterly meetings to monthly meetings. bargaining team. They will work with AMAPCEO representatives met with the AMAPCEO staff members Rob Harris, Elisa Waypoint Employer to discuss, review, and Mesiti, and James van Manen in negotiating resolve broad policy issues and concerns, with the Ontario Health Employer. including the safety of members at the Public Health Ontario (PHO) hospital. 189 MEMBERS* The Waypoint Collective Agreement ends The PHO Collective Agreement ends March March 31, 2023. 31, 2022. Preparations for bargaining will begin next year. *as of September 23, 2020

18 | TOGETHER WITH PURPOSE STRATEGIC DIRECTION #2 Dispute Resolution and Contract Administration

Goal 2020 Board Activity & To provide the best possible contract and Year Five Progress Highlights dispute resolution support, to fulfill our Dispute Resolution and Contract legal and moral obligation to support and Administration priorities are also led by protect all members. the President and the Director of Labour Relations Services, with the assistance of Key Initiatives at a Glance the two Team Leads from that unit. 1. Provide effective and professional Dispute resolution and statistical reports Dispute Resolution services. The annual Dispute Resolution Report 2. Implement a continuous service review provides a statistical overview and data process to identify areas for potential analysis of the dispute activity across all improvement. eight AMAPCEO bargaining units. 3. Support Workplace Representatives, Some highlights of the 2019 report are including increased involvement in as follows: the Formal Dispute Resolution process, The top three issues disputed in 2019 were: and the development of clear roles and responsibilities. 1. Discrimination / Harassment / Bullying 2. Accommodation / Return to Work 4. Make education and training materials 3. Discipline / Discharge on dispute resolution processes and collective agreements available for These have consistently remained the most members and activists. frequently disputed issues across all bargaining units for the past five years. 5. Develop and implement feedback mechanisms on disputes and contract More often than not, these three dispute administration services. issues are rarely resolved at the informal stage (or Stage One for some BPS members) of the dispute process. Instead, these disputes are referred to AMAPCEO’s The top three types professional dispute resolution staff for of issues disputed carriage and resolution at the formal stages of the process. last year have been the same over the Of the total number of formal disputes that were settled in 2019: past five years. • 15% were settled at the informal stage

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 19 • 43% were settled at the formal stage, Unfortunately, in June, the GSB Arbitrator • 42% were settled at formal mediation. ruled in favour of the Employer. While we were ultimately unsuccessful, this may This is approximately the same as the year become a bargaining issue for future prior. collective agreements. There were three successful arbitration Continuing arbitrations and mediations awards of note in 2019: during the pandemic • An award to reinstate an OPS member While some unions placed Grievance who was unfairly dismissed more than Settlement Board dispute arbitration two years earlier. hearings and mediation sessions on hold • A reversal of a member’s Long-Term during the early months of the pandemic, Income Protection denial. AMAPCEO and the OPS Employer • An award forcing the OPS Employer to successfully continued through virtual correct salary calculation errors. hearings, to ensure members received a Defending members from accusations of fraud timely resolution to their issues during AMAPCEO filed a number of disputes on an already stressful time. behalf of members who are either under Keeping Workplace Representatives informed investigation, or were even terminated, While the in-person Workplace Representa- after the OPS Employer alleged that they tives’ Conference was cancelled due to the committed benefits fraud. Some of these COVID-19 pandemic, we hosted telephone disputes will be heard at the Grievance town halls for AMAPCEO Workplace Repre- Settlement Board (GSB) next year. sentatives across The OPS Employer has made these every bargaining situations more challenging than usual by unit. refusing to disclose any evidence, which Virtual hearings The first telephone is a requirement under the Collective town hall, held in ensured members Agreement. April, provided Work- received timely Fighting to protect members who are on-call place Representatives resolutions to disputes. AMAPCEO filed a dispute on behalf of with an update members from a number of ministries in labour relations the OPS with respect to their time spent issues, RADAR enhancements, on-call or on standby without compensa- and educational requirements tion. Our argument was that, since the for the role. We also held a short Collective Agreement doesn’t contain training session on assisting separate provisions for this, all those members experiencing issues members who are asked to be on-call or on with benefits claims. standby should be provided with overtime The second telephone town hall, pay or compensating time. held in September, focused on

20 | TOGETHER WITH PURPOSE providing advice, guidance, and represen- structural considerations. The Board is tation for members being told they must reviewing the full list of recommendations. return to the workplace. Providing mentorship for new AMAPCEO also Workplace Representatives produced a number We did manage to hold one Workplace of new tip sheets for Representative training session before This year saw a number Workplace Represen- mid-March, resulting in seven newly tatives, to help of improvements to trained Workplace Representative Mentees members with RADAR, our online being matched with our experienced specific issues. Many Workplace Representative Mentors workplace issue related to protecting through our Mentorship Program. reporting and the health and tracking system. safety of members, Enhancing RADAR and seeking accom- This year saw a number of improvements modations during the to RADAR, our online workplace issue COVID-19 pandemic. reporting and tracking system for our OPS Helping members find Workplace Representatives. OPS Workplace Representatives When reporting a case online to a After discussion between Workplace Representative, members Delegates at the 2018 Annual are now asked a series of questions about Delegates’ Conference, the Board of their issue, to help point them in the right Directors tasked the Workplace Relations direction for help. They are now also able Committee with reviewing how members in to save an issue as a draft to return to later. the OPS access Workplace Representatives, Workplace Representatives who use RADAR and recommending areas for improvement. now enjoy enhanced tools to make their The Committee presented its recommen- work easier; these include increased file dations to the Board limits, additional information fields, and of Directors in May new system alerts. of this year. Some RADAR User Guides and fact sheets have are simple process been updated to reflect these changes. improvements, while others are Usage of RADAR amongst Workplace more substantial Representatives is up more than 20 per cent over last year.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 21 STRATEGIC DIRECTION #3 Member and Activist Education & Leadership Development

Goal 2020 Board Activity & To educate, train, and engage members, to Year Five Progress Highlights create the next generation of leaders. Our Educational priorities are led by the union will be stronger, more united, and President and the Director of Membership more effective, with a broader activist Services. Priorities for design, development, base that reflects the full diversity of our and delivery are determined by an internal membership. education working group made up of senior elected officials and staff. Key Initiatives at a Glance AMAPCEO’s 1. Develop new and innovative ways to education program deliver education in various formats, is designed to PHASE 1 including the consideration of the deliver a wide range The Learning of creative and engag- changing demographics and diversity Foundation ing educational and of our membership. April 2017–April 2018 training curricula. 2. Develop and roll out a formal leadership These opportunities development program, to empower ensure that current and future activists. PHASE 2 AMAPCEO members Facilitating 3. Expand the scope of membership understand the value Expanded Learning education and training initiatives, of their union, their May 2018–December 2020 to increase AMAPCEO’s presence role within it, and and reach. how their union fits into broader labour 4. Provide relevant and accessible PHASE 3 and social justice educational and informational Refining Offerings movements. materials, to support and assist activists & The Plan in performing their roles. This year saw the January 2021–December 2021 completion of Phase 2 5. Broaden educational topics to include of Learning for the additional skills-type training that Future: AMAPCEO’s Five-Year goes beyond the traditional Collective Education Plan. The plan was Agreement and workplace-specific adopted in March 2017. Phase 2 began issues. in April 2018 and runs to December 2020.

22 | TOGETHER WITH PURPOSE The Board of Directors’ standing Education unions and allies in the labour movement to Committee will complete its mandate at share resources and provide professional the end of 2020. While it will then go into development for staff, where possible. hiatus, its final con- Keeping foundational courses up-to-date tribution will be to Throughout the year, finalize a summative The two foundational courses have been we continued to evaluation process updated to reflect recent changes within the union and include additional resources: develop new curricula that will permit ongoing assessment and resources for • “AMAPCEO: My Union” of educational • “Equity and Inclusion: Activate Your new courses. programming. Power!” The Board of Both courses are available to signed Directors thanks Vice-President AMAPCEO members to take at any time, for Cynthia Watt for her leadership on free, through our online education portal. this committee, and the many members who served on it over the past seven years. All AMAPCEO staff completed both courses this year. Facilitating expanded learning Growing our Workplace Relations Program Phase 2 of the plan was focused on providing a greater range of education programming. AMAPCEO delivered one Workplace Rep- resentative Core Training session, held To that end, AMAPCEO continued to develop January 14–16, 2020. Seven members were new curricula and resources for new courses, trained and approved by the Workplace in order of priority, while simultaneously Relations Committee as new Workplace Rep- continuing to update and deliver existing resentative Mentees by the end of the year. courses both online and in-person (for the first part of the year). Details on these new More seasoned Workplace Representatives and updated course offerings are included took part in advanced training March 4–5, in the following sections. 2020. The newly updated course “Interest- Based Approaches to Problem-Solving” This year, the union also developed and the course “Dealing with Difficult and implemented a continuous evaluation Behaviours” have now been updated and model to assess the success of educational delivered at least once each. programs and individual courses. This model is designed to Employee Relations Committee members in collect, analyze, and the Broader Public Sector units received a Both foundational implement feedback new training course on February 27, 2020. Tailored to their specific needs, the course courses are available so offerings continue to be timely, mean- focuses on building productive relation- for signed members ingful, and helpful to ships with employers, negotiating, and to take online at members. advocating for members. any time, for free. We have also While the COVID-19 pandemic and the partnered with other limitations on in-person meetings curtailed

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 23 other scheduled in-person training sessions • “Meeting Facilitation and for the reminder of the year, we have Decision-Making Models” updated existing courses or created new We have also completed an as yet to be ones in this program, including: named course on communications skills. • “Representing Members with Substance Additional courses, including “Advanced Abuse Issues” Bargaining: Job Action”, will be completed • “What is Workplace Harassment?” next year. • “Equity at the Table: Activate Your Power!” • “The Union Role on ERCs: Persuasion, Exploring options for our Occupational Health & Safety Advocacy, and Empowerment” and Personal Wellness Program These courses will now launch at a The COVID-19 pandemic derailed plans later date. for in-person training for Health & Safety activists, including the Health, Safety & In preparation for bargaining, we have Wellness Conference that had been planned also created two new training courses for June 2020. for Bargaining Team members—one for members in the Ontario Public Service, We are exploring delivery options for and another for members in the Broader next year. Public Service units. Partnering to deliver pension information workshops Enhancing our Engagement Program In partnership with the Ontario Pension Our Engagement Program consists of Board (OPB), AMAPCEO delivered a series of the Engagement Activist Stream and the workshops for members in the OPS enrolled Bargaining and Other Campaign Support in the Public Service Pension Plan. Stream. We offered two types So far, 10 courses have been updated or of webinars—one for created: members new to or In partnership with the just learning about • “Taking Collective Action: Building OPB, we delivered 10 the pension plan; and Our Union’s Strength” another for members webinars on the Public • “Activist Recruitment, Retention, and who are close to re- Service Pension Plan. Engagement” tirement. • “AMAPCEO in the Workplace: Bargaining and Campaign Support Members heard Activists Training” directly from the OPB team of • “Leading Conversations that Matter” Client Service Advisors about how • “Equity and Inclusion: Activate Your the pension plan fits into broader Power!” (in-person) financial and • “Developing a District Profile: A Tool retirement plans. for Union Building” Over the course of the year, • “Bargaining: An Introduction” we delivered 10 webinars.

24 | TOGETHER WITH PURPOSE STRATEGIC DIRECTION #4 Activist Recruitment, Membership Engagement, Growth, Outreach & Allies

Goal 2020 Board Activity & To build strategic relationships with our Year Five Progress Highlights allies in labour and in local communities, Growth and outreach-related priorities are as well as with the employer and workers led by the President, with support from in need of representation, to grow our relevant staff. Member engagement activi- power and influence. ties are led by the Director of Membership Services, with the assistance of that unit’s Key Initiatives at a Glance Team Lead. 1. Develop a formal plan and engage Finding new ways of engaging AMAPCEO members in new strategies for highly focused AMAPCEO started the year with a bang, organizing and growth. with more in-person events in the first 2. Position AMAPCEO as the only quarter than in previous years. From alternative for Ontario’s Professional learn-at-lunch sessions on the Collective Employees. Agreement, to district orientation sessions, to pub nights—members engaged with 3. Build more community connections to faces both new and familiar. strengthen linkages and collaborate with the broader labour movement, In mid-March, we successfully moved community groups, and relevant many of our events online, including our coalitions. Equity Caucus meetings, District Executive Meetings, and General Membership 4. Build AMAPCEO’s Meetings, to ensure circumstances don’t brand recognition weaken the ever-growing sense of We successfully moved by considering community within our union. many of our events increased online, to ensure sponsorship And while the online experience doesn’t and outreach quite replicate an in-person gathering, circumstances don’t opportunities. we saw continued and renewed interest weaken the in member engagement activities through- 5. Build AMAPCEO’s out the year. In fact, some districts ever-growing sense activist base covering large geographic areas saw through strategic of community increased turnout and more meaningful recruitment. within our union. engagement between members from different communities.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 25 All in all, AMAPCEO still held more than Our Growth and Organizing Strategy sets 170 events in 2020. clear goals and targets with respect to opportunities to organize new professionals AMAPCEO staff are also working on as AMAPCEO members. new strategies to recruit and engage new activists, and to deepen engagement A number of unrepresented professionals amongst existing ones, to continue to have reached out to us for help over the last strengthen our union power. couple of years.

Reaching out to government and civil service leaders One of those groups are the staff at the Windsor-Essex Children’s Aid Society. The focus on outreach for much of this Following a certification vote by employ- year has been on the Treasury Board ees, we have been pursuing litigation that Secretariat, which oversees labour relations would unionize the professional staff there. between government, the Ontario Public Service, and the Broader Public Sector. We While their Employer have been tirelessly advocating for AMAPCEO claims that the staff members’ interests in light of the pandemic, in question are not We are proud to be including its effects on employees and the “employees” in the the union of choice impact on public services. legal sense of the meaning, and there- for many public sector President Dave Bulmer, Vice-President fore not entitled to Cynthia Watt, and other members of the professionals in Ontario. union representation, AMAPCEO team have also met with a we are still optimistic number of ministers and deputy ministers that our litigation will be across the government to express successful. If we are, professionals AMAPCEO members’ concerns and there will receive the equity, build constructive relationships. fairness, stability, and respect that As usual, AMAPCEO’s outreach efforts comes with union representation. have been advised by outside government Forging alliances and continuing partnerships relations firms. This year, we worked closely with Counsel, one of the country’s The Broadbent Institute leading public affairs agencies, supported The Broadbent Institute is the leading by a seasoned team with experience with progressive thinktank championing change all three major political parties, the labour through the promotion of democracy, movement, and the private and public equality, and sustainability. sectors. AMAPCEO is the proud sponsor of the Organizing to protect more professionals Institute’s Jack Layton Progress Prize and AMAPCEO believes everyone deserves the Charles Taylor Progress Prize for someone in their corner at work. We’re Excellence in Policy Research. proud to be the union of choice for many This year, Catherine Abreu is the Jack public sector professionals in Ontario. Layton Progress Prize winner, for her

26 | TOGETHER WITH PURPOSE international leader- six weeks to discuss common concerns with ship on climate policy respect to the OPS Employer. President and action, and Bulmer represents AMAPCEO in this group. transformative work This year, much of the discussion was as Executive Director focused on the transition to remote work of CAN-Rac. She is and the OPS Employer’s Gradual Reopening considered one of of OPS Workplaces (GROW) plan. the most influential players in Canadian The Pearson Centre and international President Bulmer was a featured panelist Catherine Abreu climate politics. for a number of webinars hosted by The PHOTO: TWITTER Marjorie Griffin Pearson Centre for Progressive Policy this Cohen, professor year. A forum for progressive and future- emeritus of Political Science and focused innovative ideas, their “COVID and Gender, Sexuality, and Women’s Beyond” webinar series centred, in part, on Studies at Simon Fraser University, is the the future of the public service. recipient of this year’s Charles Taylor Prize. Recordings of each webinar are available at Her extensive leadership and research on thepearsoncentre.ca. the intersection of gender and sexuality issues, and climate and labour policy, is Professional Unions Network of Canada world-renowned. Her recent service as the (PUNC) Chair of the BC Fair Wages Commission Meeting regularly by way of video confer- led directly to a historic increase in the ence, PUNC members have been discussing minimum wage in that province. the impact of the COVID-19 pandemic on Normally given out at the Institute’s members’ employment, swapping strategies Progress Summit, the awards were for advocacy around workplace health and announced online this year. President Dave safety, and sharing best practices on Bulmer delivered operational continuance. opening remarks. AMAPCEO co-founded PUNC in 2016. Learn more about Public Services International (PSI) this year’s recipients In July, AMAPCEO became the newest at amapceo.on.ca/ member of PSI, a global federation of broadbent2020. unions whose members work in public OPS ‘Union Bosses’ administration. Like us, PSI members This informal provide service delivery and professional network of presidents analysis for governments around the world. from six bargaining This new affiliation provides us with an agents representing opportunity to share with and learn from Marjorie Griffin Cohen employees in the other unions that do similar work. PHOTO: CCPA OPS meets every

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 27 Founded in 1907, PSI has more than 30 Supporting our communities million members across 700 other affiliates. In addition to our usual partnerships, Other Canadian members include SPGQ AMAPCEO also donated $60,000 between (our sister union in Quebec), CUPE, COPE, six Ontario-based social service agencies, ACFO, SEIU, and the component unions of to support vulnerable Ontarians during the NUPGE. COVID-19 pandemic: Learn more about PSI at • $20,000 to the Ontario Association for publicservices.international. Internal and Transition Housing, to Ryerson University’s Centre for Labour assist women and families experiencing Management Relations (CLMR) gender-based violence. AMAPCEO is a proud sponsor of the CLMR, • $10,000 to a cutting-edge research and educational In July, we became Community Food institute that promotes modern, con- Centres Canada the newest member structive, equitable, fair, and progressive for the Good Food approaches for labour and management of Public Services Access Fund, relations. International. earmarked Like AMAPCEO, the CLMR believes for Ontario constructive relationships between these communities. stakeholders, and others across our society, • $10,000 to Feed Ontario, for are critical to advancing a healthy emergency food boxes. democracy. • $10,000 to Yonge Street Mission, to Members of the AMAPCEO Board of deliver essential services for clients Directors have been invited to complete experiencing homelessness. an intensive four-and-a-half-day program • $5,000 to the Assaulted Women’s leading to a Certificate in Labour Relations. Helpline, for 24/7 This program, presented in partnership crisis counselling, with Lancaster House, “is designed to support, In addition to our information, provide labour relations professionals with usual partnerships, the core skills and knowledge required to and referrals. create and maintain effective union-man- • $5,000 to Luke’s we donated $60,000 agement relationships that foster fair and Place, for their between six social efficient workplaces.” Depending on the shelter and legal service agencies. situation of the COVID-19 pandemic, advice services members of the Board will consider taking to women across the program next year. Ontario. President Dave Bulmer sits on the CLMR The donations came from cost Advisory Committee, which provides stra- savings generated by the tegic advice to CLMR management, faculty, cancellation of some of the and researchers. union’s in-person events.

28 | TOGETHER WITH PURPOSE Some districts across the province also used • Northern Ontario: Sudbury – $250 to available funds from their own budgets to Genevra House support neighbours experiencing tough • Northern Ontario: Sudbury – $250 to times. As of time of publication: the Ministry of Energy, Northern Devel- opment and Mines’ Children’s Holiday • Bay Street – $1,000 to Out of the Cold Party • GTA North: Downsview – $680 to Daily • Western Ontario: Guelph – $330 to Bread Food Bank A Little Relief • Eastern Ontario: Kingston – $500 to • Western Ontario: Hamilton/Burlington – Lionhearts $300 to The Raw Carrot • Eastern Ontario: Peterborough – $500 to • Western Ontario: London – $400 to YWCA Crossroads Shelter London Community Foundation • Jarvis – $1,000 to Anishnawbe Health • Western Ontario: St. Catharines/Niagara Foundation Region – $300 to Community Care of • Midtown – $500 to Dixon Hall St. Catharines and Thorold Neighbourhood Services • Western Ontario: Windsor – $300 to • Midtown – $500 to Sistering The Downtown Mission. • Northern Ontario: North Bay – $250 to BAYSAR Air Search and Rescue A full list of sponsorships and donations, • Northern Ontario: North Bay – $100 to with descriptions and links, is available Hope Awaits at amapceo.ca/adc.

Districts across the province also made donations to support their neighbours.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 29 STRATEGIC DIRECTION #5 Communications

Goal 2020 Board Activity & To effectively connect with members, Year Five Progress Highlights labour allies, employers, advocacy groups, Communications priorities are led by the media, and the public with modern, President and the Director of Membership multi-channelled strategic communica- Services. Specific campaigns and initiatives tions, to build confidence and trust, and are determined by an internal communica- increase understanding in all areas. tions working group that includes staff.

Keeping members and stakeholders up-to-date Key Initiatives at a Glance In mid-March, we quickly launched a 1. Develop a communications strategy for COVID-19 information hub on our website AMAPCEO, to become a more unified to provide timely, specific information and effective voice for all members. and resources to help members and their 2. Expand and enhance communication families. As updates came in from each tools, and adopt strategic approaches to employer, and as AMAPCEO advocated to reach, inform, and communicate with protect members’ health and safety, the members and activists. page was updated. 3. Develop new ways to increase two-way The union launched new pandemic-related communication and provide feedback fact sheets and an FAQ page, all designed to mechanisms. help answer members’ questions. 4. Focus on internal membership and In addition to our regular Member News activist communications, while telling email newsletters and special bulletins, key audiences who AMAPCEO is and AMAPCEO also con- what we stand for. vened four special province-wide town 5. Consider key resources to allow Special province-wide halls. Available by AMAPCEO to wage focused and strategic phone and streamed town halls saw more mobilizing and bargaining campaigns. online, these special than 12,000 members town halls saw more participate. than 12,000 members participate. On each call, President Dave Bulmer and Vice-President Cynthia Watt shared important labour relations updates, and answered members’

30 | TOGETHER WITH PURPOSE top questions related to the pandemic and hubs—one for each bargaining unit—and employers’ plans. with them, new and updated fact sheets. Listen to the recordings of past town halls We took a back-to-basics approach, using at amapceo.on.ca/ plain language to describe the rights and pasttownhalls. entitlements of your Collective Agreement. More fact sheets are The new fact sheets are designed to help Throughout the year, members better understand the often available now than ever we also made strides complex provisions, and to provide before—covering a in our ongoing efforts guidance in times of need. wide range of topics. to keep members and stakeholders updated There are more fact sheets available now, on other issues. too. Members in the OPS will now find 30 different fact sheets; and members in BPS This included releases and updates units will find 37 fact sheets—up from just on topics such as: 24—on a wider variety of topics. • The 2020 Ontario Budget, including Find the fact sheets related to a pre-Budget submission and rapid your bargaining unit at analysis of what ultimately became the amapceo.on.ca/collective-agreements. Ontario Economic and Fiscal Update. • Advocacy to fix new expense rules in Launching new digital tools the OPS. Throughout the year, AMAPCEO launched • The campaign to repeal the new digital tools to help better connect government’s unconstitutional wage members, and to help members learn restraint bill. more about local workplace issues. • The reorganization of the union’s districts. This includes a digital worksite safety • Equity and social justice days. checklist to help Health & Safety Represen- tatives assess if their employer has taken AMAPCEO is also adequate precautions to protect members developing new returning to the workplace. The form ways to provide collects data from each worksite; sends a highly personalized copy to the local AMAPCEO Employee information that’s of Relations Committee Co-Chair, to help them most relevance address any concerns; and synthesizes to members. results, allowing the union to advocate for Interpreting your rights the resolution of broader issues. and entitlements Updating amapceo.ca In the fall, AMAPCEO AMAPCEO staff are working with our relaunched its new website provider on a complete refresh Collective Agreement, of our website. Guides, & Fact Sheets

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 31 This year, AMAPCEO conducted small Reaching new audiences online focus group testing to help understand how AMAPCEO continues to use social media to members use the website. Combined with engage current and analytical data, this will help inform how new audiences. content should be structured and orga- nized, and what tools should be available. Growth across Facebook and Twitter The site is also being rebuilt with the future is comparable to the in mind. Using the latest codebase, it will be year prior, with more flexible to better allow for different Facebook followers types of content, campaigns, and more. up six per cent and The relaunch of the website is expected in Twitter followers up the next 18 months. five per cent.

32 | TOGETHER WITH PURPOSE STRATEGIC DIRECTION #6 Operations & Governance

Goal 2020 Board Activity & To create more linkages and synergy Year Five Progress Highlights between the Board and staff, to eliminate Governance priorities are led by the gaps, increase efficiency, and improve President, while operations priorities are communication in all our work. Guided led by the Chief Operating Officer, who is by the principle of ‘members first’, we will assisted by the greater staff Management ensure that we have enough professional Team. staff doing the right work, with the right Meetings support, to carry out operations and provide members with the service they Since the 2019 Annual Delegates’ Conference expect and deserve. Working together, (ADC), the Board of Directors held 10 we will accomplish our objectives while meetings this year. maintaining financial stability and The Board welcomed several new members responsibility. in late 2019 and early 2020: Jennifer Harewood (Front), Immaculate Nevis Key Initiatives at a Glance (Midtown), and Damian Suffoletta 1. Review the organizational structure, (College Park). Each received a personal, to bring greater clarity between one-on-one orientation in accordance with operational and governance roles AMAPCEO policy, including a detailed and responsibilities. review of our operations, policies, and practices. 2. Provide increased education and training support for both staff and In accordance with the AMAPCEO elected officers of the Association. Constitution, at its inaugural meeting for the year, the Board elected Angela Freeman 3. Ensure business continuity, and (then Mowat/Hearst) as its Chair, and Jason continue to improve member services. Gartshore as its Vice-Chair. The President 4. Continue to improve financial planning, thanked retiring Vice-Chair Pat Bradley to maintain the Association’s strong (Midtown) for her service as Vice-Chair financial stability and economic in 2019. sustainability. For the last five years, the Board has 5. Expand and strengthen government adopted the practice of holding one and stakeholder relations. meeting per year—typically related to strategic planning—outside of our Toronto 6. Maximize linkages at all levels between headquarters, to expose Board Directors to staff, the elected leadership, and the other parts of the province and engage with Board of Directors.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 33 local members there. Previous sessions their work location. The AMAPCEO have been held in Kingston, London, Constitution permits the Board to make Sudbury, and Guelph. This year’s meeting adjustments when was held in Stratford. required, and so when the Queen’s There, in addition to its usual business, the This year, the Board Park Reconstruction Board approved the in-year priorities for approved, in principle, Project began in 2018, the last year of the 2015–2020 strategic plan, eventually displacing our new five-year and in principle, the union’s new five-year thousands of strategic plan (see pages 10–11 for details), strategic plan. members, the Board which was formalized in May. recognized it would Since 2016, the Board has employed the need to reorganize its original practice of providing mandate letters to geographic districts. each of its committees, outlining the Tracking members as they were Board’s expectations for the year. Letters, displaced became increasingly committee assignments, and working port- challenging, and so a working group of folios are drafted and proposed by the President, Chief Operating Officer, and the President for Board approval. Director of Membership Services recom- As has also become practice since 2017, mended changes for the Board to consider the President has the authority to identify at its strategic planning session in March. and establish working groups focused on Notably, most members in the then-Mowat/ particular topics of interest for the year. Hearst District had been moved to 315 Front These working groups and their mandates Street West in Toronto, leaving no members are approved by the Board. This year, there in that original district; half of Ferguson/ were three such working groups, covering Whitney and Frost/Hepburn members had the union’s investment strategy, a potential been moved out of those districts, with the bursary program, and enshrining a process Ferguson and Hepburn Blocks closed for for Board compensation. Details on these reconstruction. working groups are on page 43. The AMAPCEO Board The Executive Committee, comprised of of Directors consid- the President, Vice-President, Secretary, ered the length of this Treasurer, and Board Chair, held 11 disruption, the un- meetings this year. certainty of the OPS The Committee appointed a total of 23 Employer’s plans, and members’ activists as Employee Relations Committee current work locations. They voted (ERC) Representatives in 2020, based on the to enact changes to better balance ERC Representative Appointment Policy that AMAPCEO’s geographic districts. was revised last year. This reorganization, which was effective Reorganizing our districts for better balance April 2, saw members working at 315 Front Our union’s governance model allocates Street West become part of the new Front members to a geographic district based on District; those remaining in the Frost and

34 | TOGETHER WITH PURPOSE Whitney Blocks joined the amalgamated appointed by the Board of Directors to Frost/Whitney District; and all other fill the position until the term ends on displaced members joined the district in December 31, 2020, in accordance with which their home position is based. the Constitution.

The revised model now has 11 districts and Moving from commitment to action on equity directors (although there are two interim This year, AMAPCEO took a big step co-Directors until the end of this year), forward on equity and inclusion when whereas the original had 12—and they are our Board of Directors approved our union’s better balanced according to member popu- first-ever Equity Lens. lation. The Equity Lens is a practical tool to help Changes to the Board us—members, activists, and staff—be The reorganization of districts and a career consistent and deliberate in moving equity change also prompted some adjustments to and inclusion forward. It was designed by the Board table this year. the AMAPCEO Equity Committee and their Equity Lens Working Group after Effective April 2, Angela Freeman became considerable research. the interim District Director for Front, and Cesar urtado and The Lens includes a set of guiding questions Maryanna Lewyckyj for each stage of program delivery: Our geographic became the interim planning, execution, and evaluation. These districts are now co-District Directors questions will help diagnose barriers to better balanced, for Frost/Whitney participation, and the development of best until December 31, practices for the benefit of individual according to 2020. members and the union as a whole. member population. In June, University/ When fully implemented, the Equity Lens Toronto South will be applied to all of our program District Director offerings. Peter Dewar, a long-time activist, AMAPCEO staff have already started announced his resignation from his applying the Lens to operational planning union roles, having left AMAPCEO for a and programming, while the Lens will be management-excluded position. rolled out to activists in early 2021. In the by-election that followed, Angela Learn more about the Equity Lens and our Freeman was acclaimed as the new District commitment to inclusion at Director for University/Toronto South, her amapceo.on.ca/equity. home position having been moved into that district. Providing responsible financial oversight With fewer than six months remaining in The Board received a first draft of the Freeman’s term, Jennifer Harewood, the 2021 Operating Budget at its June 2020 Vice-Chair of the Front District, was meeting, informed by the priorities set by the strategic planning session in March.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 35 A final draft budget was reviewed at the Protecting our data October meeting and is being presented to As part of the Board of Directors’ risk Delegates at this year’s ADC. As part of the management strategy, we concluded a budget discussion, the Board also Request for Proposals process for an reviewed the draft of the 2019 audited Information System Risk Management financial statement. Review. The 2021 Operating Budget presented to We are currently working with successful Delegates reflects the Board’s priorities firm Grant Thornton on this review, which for the coming year, while considering the will help ensure the utmost protection of unprecedented and unpredictable environ- our data. ment we all find ourselves in. In keeping with the five-year strategic plan, the Maintaining member services during budget reflects increased investments in the COVID-19 pandemic communications, education, member AMAPCEO proactively closed its own engagement, and growth. offices to all visitors on March 13, 2020, and Modernizing our policies and practices quickly arranged for staff to telecommute, all while ensuring no As a modern union with a responsible disruption of service approach to governance, AMAPCEO updates to members. The the policies and procedures of the Board of union’s leadership The 2021 Operating Directors as required. thanks our Man- Budget reflects the The following Board policies were created, agement Team and Board’s priorities for amended, or amalgamated this year: professional staff for the coming year. being patient and • Education Policy proactive during this • In-Camera Policy time. • Delegate-at-Large Policy • ADC Chair Policy Insights gained from this experi- • Mentor Policy ence are informing revisions to • Resolution Committee Terms of AMAPCEO’s Business Continuity Reference Plan, particularly in the area of • Observer Policy pandemic planning. The policy for the Fixed-Term, Contract and The Management Team, working Temporary Workers’ Caucus was removed, in collaboration with the Executive as that Caucus has been disbanded. Committee, and in consultation with staff union representatives A complete list of all current AMAPCEO from Unifor Local 591-G, developed Board policies—now even easier to and approved a Return to the Work- access—is available to signed members place Plan for AMAPCEO’s offices. The plan on the AMAPCEO website at provides for a reasonable gradual, phased, amapceo.on.ca/tools. and flexible approach that is both workable

36 | TOGETHER WITH PURPOSE and safe; sensitive and responsive to not include the consideration of resolutions. individual circumstances; and reflects the However, unlike most other unions, AMAP- best practices, advice, and timing from CEO’s Board of Directors worked closely public health authorities. with our Resolutions Committee to preserve democratic processes to the best of our The pandemic also made a number of abilities, by calling a special ‘resolutions-only’ member meetings, conferences, and events Board meeting in mid-November. District impossible to hold Directors had the opportunity to caucus safely in-person. To with their Delegates before the Board con- protect the health sidered member-submitted resolutions at its and safety of special meeting. The results of that meeting members and staff, will be shared with Delegates for the 2020 the Board and the ADC. Management Team reviewed the entire The Board has also suspended rules in order events and governance calendar, to allow movers the option to resubmit any and made critical decisions. Where resolutions defeated this year for consider- possible, events were moved online. ation by Delegates at next year’s ADC.

This includes the 2020 Annual Updating AMAPCEO headquarters Delegates’ Conference, which will be held In December 2019, the Board of Directors online for the first time in our history. approved that all available end-of-year Working with a reputable virtual event surplus funds remaining in the 2019 provider, AMAPCEO leadership and staff Operating Budget be allocated toward are organizing what is sure to be a produc- capital renovations at the AMAPCEO office. tive and as equitable an ADC as possible. The primary focus of this work is to rede- In developing the agenda for this year’s sign the northeast corner of the office for virtual ADC, the Board followed our better operational use. Constitution and Robert’s Rules of Order, and sought advice from our Parliamentarian, Although work has been delayed because service providers, and other unions who of the pandemic, the design process is had already held their events. underway. We hope it will be completed by the middle of next year. As a result, the agenda this year is limited to all constitutionally- mandated requirements. This does

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 37 BOARD COMMITTEES & WORKING GROUPS

38 | TOGETHER WITH PURPOSE Board Committees

Education Committee Phase 2 of the three-phase Learning for the Future: AMAPCEO’s Five-Year Mandate Education Plan. This phase, “Facilitating The Education Committee is responsible Expanded Learning,” has seen the for providing advice to the Board of union begin to offer a greater range of Directors on the long-term direction of educational programming for members. the AMAPCEO Education Program. This • Phase 3 will begin in January 2021 and includes developing recommendations on conclude by the end of that year. The educational opportunities for AMAPCEO Committee has started providing members, activists, and leaders. The suggestions on implementation of this creation and work of this Committee next phase, which is focused on over the past six years has led to the refining and evaluating the education establishment and operation of a formal program as a whole. As its final act, Education Program. the Committee has recommended a logic Members model and a set of evaluation tools to help in this regard. • Cynthia Watt (Vice-President), Chair • Dave Bulmer (President), ex-officio • The Board of Directors is considering • Anne-Marie Kooiman (Eastern Ontario) re-establishing an Education Committee • Jane Koster (Jarvis) every five years, to review program- • Sharon Saunders (College Park) ming from a member perspective. • Andy Stavickis (Jarvis) • George Xue (Frost/Whitney) Equity Committee 2020 Highlights Mandate • The Committee met four times this year. AMAPCEO’s Equity Committee offers advice and makes recommendations to • Following the discussion at the 2019 the Board of Directors, to ensure that Annual Delegates’ Conference (ADC), the AMAPCEO remains a member-driven, Committee submitted a recommended accessible organization committed to ADC Education Policy to the Board of inclusivity. The Committee also oversees Directors in February. The policy the activities of the Equity Caucuses and enables AMAPCEO to create a training Circles, and acts as a conduit between the program for Delegates. Directors sought Caucuses and Circles and the Board of feedback from their districts’ executives. Directors. This Committee consists of the The Board approved the policy in April. Chairs of Equity Caucus/Circle, as well as a • The Committee provided strategic Chair and a Liaison, both appointed by the advice that led to the completion of Board.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 39 Members Finance Committee • Cynthia Watt (Vice-President), Chair Mandate • Allen Hou (Asian, Arab & Latinx The Finance Committee acts as a forum Caucus) to provide non-binding advice to the • Sarah Jeffrey-Hampton (Disability Board of Directors on AMAPCEO’s budget Caucus) processes and financial policies, • Rachel Kukulewich (Women’s Caucus) procedures, and practices. • Vincent Lavigne (Francophone Caucus) • Patrick Roncal (LGBTQ+ Caucus) Members • Tim Sim (Indigenous Circle) • Chris Harper (Treasurer), Chair • Elaine Brown Spencer (Black Caucus) • Andrew Kovarcsik (Eastern Ontario) • Frank Tang, Board Liaison • Paul Matheson (GTA North) 2020 Highlights • Zoltan Olah (University/Toronto South) • George Xue (Frost/Whitney) • The Committee met six times this year. • In the spring, four new Equity Caucus/ 2020 Highlights Circle Chairs received orientation as • The Committee met three times this Caucus leaders and members of the year. Equity Committee. • The Committee provided feedback • The Equity Lens, a project of the to the Board of Directors on the Committee and its Equity Lens Working scheduling cycle for reviewing the Group, was approved by the Board union’s financial policies. of Directors in June. See page 35 for • They also provided input on the details. Investment Working Group’s report • Work continues to strengthen commu- on the union’s Investment Strategy nications vehicles for engagement with and Ethical Investing. members through the Caucuses and • This committee may also move into a Circles. Staff assist each group with hiatus period after completing its 2020 advertising events, developing mandate, which included a recommen- promotional materials, administering dation for how it might be used going social media, and other related needs. forward. Similar to the Education • Due to the COVID-19 pandemic, the Committee, it may be re-established Committee had to cancel what would on a periodic cycle to review financial have been its fourth Equity Forum policies. for Caucus and Circle Chairs and Vice-Chairs.

40 | TOGETHER WITH PURPOSE Health, Safety & Wellness Committee Members Mandate • Jason Gartshore (Eastern Ontario), Chair • Kevin Giddings (GTA North), Vice-Chair Through education, promotion, and with • Suzanne Conquer (Western Ontario) a problem-solving approach to issues, • Tony Di Fabio (Western Ontario) the Health, Safety & Wellness Committee • Constantine Dmitriev (Frost/Whitney) fosters an environment of health, safety, • Rocco Fasano (Bay Street) and wellness for members and their • Sophie Georgas (Frost/Whitney) families both within and outside of • Maryanna Lewyckyj (Frost/Whitney) the workplace. • Immaculate Nevis (Midtown), Members BPS Representative • Damian Suffoletta (College Park) • Scott Gothard (Northern Ontario), Chair • Maureen Wraight (Western Ontario) • Deryck Albarus (Jarvis) • Brian Alton (Midtown) 2020 Highlights • Jenni Ferraris-Cunanan (GTA North) • The Committee met 12 times this year. • Ted Kung (College Park) • Paul Mark (Eastern Ontario) • The Committee appointed seven new • Frank Tang (Jarvis), Board Liaison Workplace Representative Mentees this year (six from the Ontario Public 2020 Highlights Service [OPS] and one from Ontario Arts • Due to the COVID-19 pandemic, the Council). Committee did not meet this year. • In October 2020, the Committee • The Committee has approved 61 Health reviewed appointments for 23 Work- & Safety Representatives since January. place Representatives who had been appointed in 2017 or earlier, and whose Workplace Relations Committee appointment was not reviewed last year. Mandate • Due to the COVID-19 pandemic, all training events for Workplace The Workplace Relations Committee Representatives, including the annual administers the formal dispute resolution Workplace Representatives’ Conference, processes contained within the AMAPCEO were cancelled. collective agreements; develops, admin- • Between November 2019 and August isters, and evaluates policies, procedures, 2020, the Committee reviewed 51 and training for workplace representation; separate requests for individual or monitors employers’ application of agree- group disputes to proceed to either ments; and establishes appropriate linkages mediation or arbitration; 48 occurred to other AMAPCEO committees and at the GSB (OPS); and the other three representative bodies. were arbitrated privately. While some

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 41 disputes involve multiple areas or • 1 Health Reassignment Policy articles in the Collective Agreement, dispute the subject matter of these disputes • 1 OPS Meal Policy/management breaks down as follows: rights dispute • 1 right to representation dispute • 12 harassment and/or discrimina- • 1 hours of work dispute tion disputes • 1 performance management dispute • 8 discipline disputes • 1 fixed-term employee posting • 7 termination (including the termi- and discrimination dispute nation of a probationary employee) • 1 discrimination (equal pay • 1 non-termination for equal work) dispute • 5 benefits disputes (health or Long- • 1 salary (promotional increase) Term Income Protection benefits) dispute • 4 alternative work arrangement disputes • AMAPCEO also filed 10 group disputes • 3 Respectful Workplace Policy related to time spent on-call or on (formerly Workplace Discrimination standby on behalf of several members. and Harassment Prevention Policy) We proceeded to the GSB with the disputes strongest of those cases. When the • 3 workplace accommodation dispute was unsuccessful, the disputes Committee agreed with staff’s recom- • 2 competition disputes mendation to withdraw the remaining • 2 surplus (Article 27) disputes nine disputes. See page 20 for more • 1 pay administration dispute information. • 1 breach of settlement

42 | TOGETHER WITH PURPOSE Board Working Groups

This year, the Board of Directors created This working group examined the feasibili- three new working groups to address issues ty of a bursary program to support of relevance to AMAPCEO. the post-secondary pursuits of AMAPCEO members’ young dependents. Reviewing our Investment Strategy After a thorough environmental scan and • Chris Harper (Treasurer), Co-Chair additional research, the working group • Glynn Robinson (Secretary), Co-Chair recommended a model for a bursary • Cesar Furtado (Frost/Whitney) program that the Board approved. • Angela Stewart (Staff) The Board has provided Delegates with • Damian Suffoletta (College Park) additional information in a report available AMAPCEO’s Investment Strategy was last at amapceo.ca/adc. updated around 10 years ago. With envi- ronmental, social, and governance (ESG) Drafting a By-Law for the reporting becoming mainstream in the Board Compensation Review Process investment world, the Board convened a • Dave Bulmer (President), Chair special working group to conduct a parallel • Larysa Andrusiak (Western Ontario) ESG assessment through an ethical lens. • Kevin Giddings (GTA North) This working group researched • Rob Smalley (Staff) other unions’ approaches to ethical and • Cynthia Watt (Vice-President) socially-responsible investment, and how At the 2019 Annual Delegates’ Conference, such policies might impact AMAPCEO. Delegates voted to direct the Board to create The groups’ proposed changes to our Invest- a new by-law to clearly define the end-to- ment Strategy and related policies were ap- end process of reviewing and recommend- proved by the Board of Directors in the fall, ing policy for the compensation of members and are being recommended to Delegates at of the Board of Directors every few years. the 2020 Annual Delegates’ Conference. The draft was to include all ADC decisions made in 2018 and 2019. Examining the Feasibility of a Bursary Program The Board of Directors has approved a • Cynthia Watt (Vice-President), Chair recommendation from the working group • Peter Dewar (University/Toronto South) on this new by-law and an enabling [until June 2020] amendment to the AMAPCEO Constitution. • Jason Gartshore (Eastern Ontario) The Board is bringing this recommendation • Scott Gothard (Northern Ontario) for Delegates’ consideration at this year’s • Monica Resnik (Staff) Annual Delegates’ Conference.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 43 UPDATE FROM THE ONTARIO PENSION BOARD

44 | TOGETHER WITH PURPOSE The Ontario Pension Board is the admin- This year, the Governance Committee istrator of the Public Service Pension Plan successfully filled a number of vacancies on (PSPP), the defined benefit pension plan the Board of Directors, which now has a full for the majority of current and retired complement. AMAPCEO members. AMAPCEO joined efforts in the successful A primary concern for the OPB with respect push for the provincial government to to the plan is maintaining a strong and maintain a seat on the OPB Board for a stable funding status. In 2019, PSPP was small bargaining agent—now filled by the 92 per cent funded. past-president of the Association of Law Officers of the Crown (ALOC). President Dave Bulmer is completing his fourth year as AMAPCEO’s nominee to the Bulmer has also sat on the Pensions OPB Board of Directors—the first of what is Committee since 2016, and joined the now his second three-year term. Human Resources Committee last year. That Committee oversees the internal Bulmer has chaired the OPB Governance labour relations of the organization and Committee since 2018. The Committee executive compensation. oversees education for the Board of Directors and conducts searches for Learn more about the OPB and Director vacancies. the PSPP at opb.ca.

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 45 FROM THE PRESIDENT & CEO

We’re Together with Purpose

As your President & CEO, it is my privilege of your livelihood. I encourage you amid to represent you, through thick and thin tough times to prioritize what’s truly or—as was the case this year—in the important, and take action on that which is workplace or at your home office. within your control. And finally, I urge The next year will see us begin you to be kind, preparations for negotiations across all but AMAPCEO is considerate, and one of our bargaining units. Through this helpful to others. united and resolute past year—even more than in years gone in our intentions to by—we’ve shown employers that AMAPCEO Together with is united and resolute in our intentions to purpose, we will improve contract improve contract provisions and protect not only get through provisions and job security. these uncertain protect job security. times, we will shape And while the future may seem uncertain the workplace of now, I know AMAPCEO will be a big part tomorrow. of shaping it. We’ll continue to make important progress for our members, and leverage change that benefits every Ontarian. Dave Bulmer I ask you to seek ways to become more President & CEO involved in your union, the protectorate

Not only will we get through these uncertain times, we will shape the workplace of tomorrow.

46 | TOGETHER WITH PURPOSE BOARD OF DIRECTORS 2020

PRESIDENT Larysa Andrusiak Dave Bulmer WESTERN ONTARIO

VICE-PRESIDENT Peter Dewar Cynthia Watt UNIVERSITY/TORONTO SOUTH (JANUARY–JUNE) TREASURER Chris Harper Rocco Fasano BAY STREET SECRETARY Glynn Robinson Cesar Furtado FROST/HEPBURN (JANUARY–APRIL) BOARD CHAIR FROST/WHITNEY (APRIL–DECEMBER) Angela Freeman FRONT (JANUARY–AUGUST) BOARD VICE-CHAIR UNIVERSITY/TORONTO SOUTH Jason Gartshore (AUGUST–DECEMBER) EASTERN ONTARIO

Kevin Giddings GTA NORTH

Scott Gothard NORTHERN ONTARIO

Jennifer Harewood FRONT (SEPTEMBER–DECEMBER)

Maryanna Lewyckyj FERGUSON/WHITNEY (JANUARY–APRIL) FROST/WHITNEY (APRIL–DECEMBER)

Immaculate Nevis MIDTOWN

Damian Suffoletta COLLEGE PARK

Frank Tang JARVIS

AMAPCEO 2020 ANNUAL DELEGATES’ CONFERENCE | 47 1 Dundas Street West, Suite 2310 PO Box 72 Toronto ON M5G 1Z3 1.888.262.7236 /AMAPCEO amapceo.ca