2020 ANNUAL REPORT AMAPCEO Is the Union That Represents Professional Employees in the Ontario Public Service

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.

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